Novib's Pilot Core Country Evaluation: Cambodia 2001 - 2005

Novibs PILOT CORE COUNTRY
EVALUATION
PILOT COUNTRY: CAMBODIA 2005
volume 1
Team Leader: (Ms.) Sandra M. Libunao

Team Member: (Ms.) Vutheary Kong
Team Member: (Mr.) Somethearith Din
South Research: (Ms.) Barbara Simaeys

Oxfam Novib in 2004
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Executive Summary
Executive Summary
Novib is one of the major Dutch non-governmental development organizations and
aspires to form, together with the sister organizations of Oxfam International, a
worldwide movement of people with a single, communal goal : a just world which is
free of poverty for everyone. Novib, and the other Oxfams, focus their efforts on ve
interlinked rights, thereby distinguishing eight strategic change objectives (SCOs)
that are of particular relevance within the Novib/OI program. These are (1) right to a
sustainable livelihood; (2) right to basic social services; (3) right to life and security; (4)
right to be heard; and the (5) right to an identity : gender and diversity.
Novib works in 18 priority or core countries, one of which, Cambodia, is a pilot country
to evaluate the results of the work of Novib and its counterparts, to assess Novibs
contribution in achieving the results and to assess the effectiveness of Novibs strategic
positioning in Cambodia. Novib works with 14 counterpart organizations in Cambodia
with a total annual budget of 2.2 M.
The core country program evaluation assessed Novibs work in Cambodia for the
period 2001-2005. The sample universe came from the 13 counterparts that have
been chosen in the eld phase of this evaluation (directors and management staff,
implementing staff, and some of their beneciaries), resource persons from other major
NGOs, government and multi-lateral agencies, and the Oxfams working in Cambodia
as well as ofcers and management staff of Novib. In total 312 people were interviewed
plus staff and ofcers of Novib. Various methodologies were used including focused
group discussions, individual and group interviews, supplemented by secondary data
reviews.
In general, the core country program has been fairly successful in achieving what Novib
has set out to do.
At the level of policy, three major policy changes can be linked to the contributions of
counterparts with the support of Novib, these were: (1) Six Articles (23-28) on tangible
assets of the indigenous communities have been included in the recently passed Land
Law; (2) the Ministry of Education has agreed to incorporate mental health care into the
curriculum for primary education in high school and early childhood education program;
(3) Election policies were amended for better election processes.
Novibs counterparts will have to continue their efforts in ofcial adoption of: (a)
the Protected Area Law and the Community Forestry Law; (b) the sub-decrees on
community based natural resource management within the Fishery Law; (c) Anti-
Corruption Law. Corollary to these policy challenges would be for Novib counterparts
to be signicantly involved in the implementation of the Land Law as this milestone will
shape the control, ownership and management of Cambodias natural resources; to
heighten the pressure (internationally and locally) for the government to respect human
rights, by among others, reforming the judicial system, and for more accountability and
transparency; to lobby for the legislation of a transparency law or access to information
law for civil society to be well aware of laws being drafted by the government; and to
lobby the Ministry of Education to secure funds to implement the education for all policy.
At the level of practice changes, the major ndings were: (1) the role of NGOs, including
Novib counterparts, was more recognized by government agencies and some models
developed by counterparts were adopted by these agencies; (2) the role of human
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Executive Summary
rights NGOs, especially Novibs counterpart ADHOC, was grudgingly recognized by

government agencies--court ofcials and the police-- at the commune, district and
provincial level to be important; (3) more women and indigenous groups participated
in the economic, socio-political spheres; (4) beneciaries and local authorities at the
commune, district and provincial levels exhibited more awareness of human rights; (5)
at the commune level, elected local ofcials performed their roles and responsibilities
better; (6) laborers put more pressure on their unions to represent their interests and
concerns; (7) informal sector segmentsex workerswas organized; (8) growing
culture of repayment among the entrepreneurial poor; (9) more people, including
indigenous groups, realized the value of education and have sent more children to
school; (10) more people, including sex workers, practiced safe sex contributing to the
decrease of new HIV infections.
At the level of strategic change objectives we nd the following notable achievements:

(1) At least 220,000 people were provided with increased and regular sources of
income and better living conditions in their communities; (2) At least 28,000 job
were created; (3) Novib has contributed to initiating the organizing of the informal
labor sector by assisting in the formation of a union among sex workers and guiding
the union to ght against irresponsible anti-HIV drug trials among sex workers; (4)
Novibs counterpart has contributed to the raising of the quality of primary education
by succeeding in incorporating mental health care in the ofcial curriculum for high
school and early childhood education; (5) Novibs counterparts have contributed to
raising awareness on HIV and its prevention such that over-all new infection rates
were decreased; in addition Novibs counterpart has provided health care, counseling
and economic rehabilitation to poor and vulnerable women (some of whom were HIV
positives or AIDS patients) and their children; (6) At least one Novib counterpart (and
7 other OI counterparts) began to incorporate community based disaster management
into their development programs; in total some 10,000 families in the most badly hit
ood and drought areas beneted from natural disaster preparedness technologies
and the training program; (7)At least 400 government and non-governmental
representatives learned peace building and conict resolution skills; (8) At the
commune, provincial and district levels, Novib counterparts signicantly contributed
to raising awareness on human rights among ordinary and poor citizens and local
authorities (the police, and the courts) such that there was signicant increase in people
seeking redress for grievances and for human rights abuses; (9) Novibs counterparts
contributed signicantly to better organized and more transparent election processes;
(10) By supporting the work of the Womens Media Center manifold objectives were
achieved such as raising awareness on HIV/AIDs, raising the prole of women, and
using the media to promote food and income security, and/or appropriate agricultural
technologies.
We nd that the choices Novib has made in relation to counterparts to support have
been strategic. Over the years, Novib has developed a coherent array of programs with
the work of its counterparts.
Novibs direct contribution (that included rst and foremost institutional support) to the
counterparts allowed them to contribute to the achievement of the strategic change
objectives within their areas of coverage. Novibs direct contribution of nancing
operations was an indispensable contribution to the ability of counterparts to fulll their
missionsNovib provided up to 80% of its counterparts funding. Novib counterparts
can, and did, leverage the signicant support from Novib to acquire additional support
from other funding agencies. In addition, a good nancial base allowed counterparts to
develop workable models in Cambodia.
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Executive Summary
There was steady growth or maturity of Novibs counterparts for the past ve years,
the capacity to conceptualize, design, implement and monitor, and evaluate programs
improved. The management of the organizations of Novibs counterparts was in general
colored/tempered/ by prudence and honesty. Novib has greatly contributed to this
growth through its advices programmatically, technically and nancially.
In particular, the core country program can be better improved through these major
recommendations: (a) Systematic complimentarity of programs at the commune,
district and provincial levels not just among Novib counterparts but also with other
NGOs; (b) Up-scaling of operations/areas of coverage by physical and geographic
expansion into the 24 provinces; or for Novib to upscale through the Oxfams, especially
in SCO 1.1 and 1.2; or to mainstream models developed by counterparts as part of
the services of different government agencies; (c) Integrating services into existing
structures or institutions (public or private) whenever possible such as legal assistance
in professional organizations, within universities offering law courses; temples (some
collaboration currently being done); (d) Enlarging civil society. Indigenous or grassroots
organizations must be formed to build wider constituency where they are most organic:
small subsistence farmers, landless agricultural workers, shing industry workers,
toktok drivers, out of school youth, students, teachers, in the informal and formal labor
sector, urban and rural areas, grassroots and professional and religious organizations,
established entrepreneurs (such as rice mill owners, market vendors); (e) Greater
organizational sustainability of counterparts; (f)Promote corporate social responsibility;
(g) Engaging government to provide basic services.
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Table of contents
Table of Contents
Executive Summary 3
List of abbreviations 7
I Introductory part
1 Introduction 9
2 Evaluation approach and methodology 11
3 Program context 15
II Analytical Part
4 Analysis of Novibs strategic positioning
in the country 28
5 Assessment (for each SCO) of the main

results achieved 32
6 Assessment of Novibs contribution to the

results achieved 48
7 Overall analysis 51
III Conclusions and recommendations

8 Main program strenghts and weaknesses 54
9 Main conclusions 56
10 Main recommendations 61
IV Annexes
1 Terms of reference 64
2 Evaluation Calender 79
3 List of people met 80
4 Tools 90
4.1 Counterparts discussions 90
4.2 Resource persons/personalities discussions 97
4.3 Questions for the Oxfams 99
5 Bibliography 100
Colophon 101
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List of abbreviations
ACLEDA Association of Cambodian Local Economic Development Agencies
ADHOC Cambodian Human Rights And Development Association)
ADPC Asian Disaster Preparedness Center
ASEAN Association of South East Asian Nation
BSS Basic Social Services
CBO Community Based Organization
CEB Cambodian Entrepreneur Building Limited
CEDAC Centre dEtude et de Developpement Agricole Cambodgien
CC Core Countries
CCP Core Country Program
CCCR Cambodian Centre for Conict Resolution
CDRI Cambodia Development Resource Institute
COMFREL Committee for Free and Fair Elections in Cambodia
CP Counterpart
CPD Centre for Peace and Development/Democracy
CSO Civil Society Organizations
CSR Corporate Social Responsibility
DCDM District Committee for Disaster Management
DFID Department for International Development
ESEA East and Southeast Asia
FGD Focused Group Discussion
GNP Gross National Product
HANet Humanitarian Accountability Network
HIV/AIDS Human Immunodeciency Virus/Acquired Immune Deciency
Syndrome
HR Human Rights
IFI International Financial Institution
ILO International Labor Organization
KWVC Khmer Womens Voice Center
LAC Legal Aid Cambodia
MB Mlup Baitong
MFI Micro-Finance Institution
MoWA Ministry of Women Affairs
NAA National AIDs Authority
NCDM National Committee for Disaster Management
NGOs Non-Governmental Organization
NTFP Non-Timber Forest Products
OHK Oxfam Hongkong
OI Oxfam International
OI DM Oxfam International Disaster Management Program
OinK Oxfams operational in Cambodia
OGB Oxfam Great Britain
Padek Partnership for Development in Kampuchea
PICDM PADEKs Integrated Community Development Model
PPCs Policy and Practice Changes
PRSP Poverty Reduction Strategy Paper/Program
RD Reference Document
RGC Royal Government of Cambodia
SCO Strategic Change Objectives
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SPM Strategic Program Management

TOR Terms of Reference
TPO Transcultural Psychosocial Organization
USAID United States Agency for International Development
WAC Womyns Agenda For Change
WMC Womens Media Centre of Cambodia
WTO World Trade Organization
VAW Violence against Women
VDMC Village Committees for Disaster Management
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Chapter 1
I. Introductory Part
1. Introduction
1.1. Background of the evaluation
Novib is one of the major Dutch non-governmental development organizations, and
together with the eleven sister organizations of Oxfam International, Novib aspires to
form a worldwide movement of people with a single, communal goal: a just world, which
is free of poverty for everyone. Novib distinguishes eight strategic change objectives
(SCO) to promote the ve rights, and that are of particular relevance within the Novib/OI
program.
By the end of 2004, Novib had 330 staff and a budget of 149 million, obtained from
the Dutch government and about 332.000 donors. The lion share of these funds (118
million) was used to support around 800 counterparts, spread over 18 core countries,
11 regional and one world program. Novib follows a rights based approach, based on
the Universal Declaration of Human Rights, and Novib focuses on ve interlinked rights.
In 2003, Novib narrowed the focus of its work, in terms of themes and countries 18
core countries (CC) were identied to which a major part of Novibs support would
be directed, and where Novib could develop a broad program in which the ve basic
rights (sustainable livelihood, access to basic social services, life and security, social
and political participation, and, identity) could be addressed. For each Core Country, a
specic program is dened (Core Country Program--CCP), which described the results
Novib sought to achieve in that country, in terms of signicant, sustained and positive
changes in the lives of people suffering from poverty, insecurity and exclusion. As the
decision to set up CCPs was quite recent, many of these CCP are still being developed
into coherent sets of actions pursuing a limited number of strategic changes. Present
Core Country Programmes usually have a history that dates back to (sometimes long)
before 2003.
The evaluation of the Core Country program in Cambodia was a pilot evaluation.
1.2. Aims of the evaluation

The CCP has two main objectives:
1.2.1. To report on the results of the Core Country Programmes, particularly in terms of
contributions made to the achievement of Policy and Practice Changes (PPCs)
and Strategic Change Objectives (SCOs).
1.2.2. To feed Novibs strategic decision-making process, providing inputs for future
opportunity and risk assessment and the strategic choices at the CC level, as
well as for Novibs policy-making as a whole.
Expected outputs
Four main outputs are expected from a CCP evaluation:
A summarized description of the CCP and its origins (objectives, areas of
intervention, the magnitude of Novibs commitment in terms of human, nancial
and program resources, types of counterparts supported, networking and
coordination efforts with OI and other actors, linkages with lobby and campaigning
efforts in the Netherlands, etc.), as well as a description of relevant elements of
the local context (evolutions, dynamics, principal actors involved, etc.)
An assessment of Novibs strategic positioning in the CC, including an
assessment of the relevance of the strategic choices made, an assessment of
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Chapter 1
the quality of the decision-making processes that have led to the formulation of
the strategic choices, and an assessment of how these strategic choices are
implemented in practice and followed-up.
An assessment of the results achieved by the CCP: this analysis focuses on
the higher result level: Strategic Change Objectives, and Policy and Practice
Changes, as an intermediate level, and includes an analysis of explaining factors
(external and internal), that have contributed positively or negatively to the
achievement of results.
An assessment of Novibs contribution to achieving these results: an analysis of
the degree to which Novib has contributed, in a positive or negative sense, to
the achievement or non-achievement of the results; including an analysis of the
principal factors by which the degree of Novibs inuence may be explained: the
quality of Novibs choices and interventions (related to the previous points), the
capacities of local counterparts and factors related to the external context.
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Chapter 2
2. Evaluation approach and

methodology
Scope and Sample Universe
We interviewed a total of 312 respondents in different venues and through various
methods (individual & group interviews, focused group discussions, workshop)
supplemented by secondary materials and documents. The data-gathering phase was
initiated by the discussions with various Novib ofcers in The Hague at the start of the
project.
We interviewed the leadership and the management staff of the 13 (of 14) current
counterparts of Novib. We visited two project areas each of 3 counterparts: Padek,
Adhoc and NTFP.
We interviewed representatives from 27 NGOs during the focused group discussions

conducted at the beneciaries level of the three counterparts, and during the 3
focused group discussions conducted on Trade & Labor, Health, and Social & Political
Participation.
We interviewed 22 government representatives ranging from Directors in different

ministry departments to the Health Minister.
We interviewed representatives of the 3 Oxfams with ofces in Cambodia (GB, America

and Australia) but was not able to interview Oxfam Quebec staff.
We interviewed representatives from two multi-lateral agencies.
We interviewed 7 resources persons or personalities in the development/ human rights

elds in Cambodia.
Evaluation Approach
The evaluation approach used was Perception, Documentation and Validation
Approach (as per the Core Country Program Guidelines). The 3-day Start-Up
Workshop was the rst formal data gathering exercise where the counterparts
presented their accomplishments and challenges for the years 2001 to 2005, where
various small group discussions and plenary discussions occurred to gather more
perceptions and data on policy and practice changes in Cambodia.
We visited beneciary communities of PADEK, ADHOC and NTFPthe more

mature/older counterparts working in Novibs three main areas of work: human rights,
community development and ethnic minoritieswho would most likely be able to
demonstrate changes and results because they have worked on their programs
longer. Lacking time to visit all the communities or talk to all the beneciaries of all the
counterparts we chose the communities of these three counterparts.
We chose resource persons based on recommendations of Novib, OGB, the

counterparts and the local consultants. Resource persons had in-depth knowledge
and experience in the development context of Cambodia who can provide insights into
development and civil society, validate perceptions, and counterbalance views.
Focused Group Discussions (FGDs) were done at the community levelwith NGOs
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Chapter 2
and/or with the beneciariesand at the national level with Directors of other
NGOs in the same eld, multilateral or bilateral or government ofcials and the
various counterparts of Novib. These FGDs were designed to validate perceptions
and emerging trends of the evaluation exercise, to gather external perception on
the situation of Novib in the development context (such as perceptions as to what
international donors can do in general, and Novib in particular).
For referencing purposes the following codes are used in this report:
Reference Document 1 (RD 1)
Counterpart Report presented during the start-up workshop (Oct 18-20, 2005)
Start-up Workshop Process Documentation of Proceedings
Reference Document 3.a (RD 3.a)
Counterparts Interviews
Reference Document 3.b (RD 3.b)
Counterpart Beneciaries Facilitated Group Interviews
Reference Document 3.c (RD 3.c)
Counterpart Local NGOs Group Interviews
Reference Document 3.d (RD 3.d)
Counterpart Stakeholders (Courts, Police, Commune Councils, Government Agencies)
Interviews with Personalities/Resource Persons (from Government, NGOs, Multi-
lateral)
Interviews with Oxfam International Ofces in Cambodia
Focused Group Discussion Proceedings on Trade & Labor, Health, Social &
Political Participation
Data Management
For facility of accessing data from this evaluation exercise, we refer to this main report
including the Executive Summary as Volume 1. The primary data that were collected
and used as references are contained in Volume 2 (working document). Volume 2 can
be accessed upon request to appropriate Novib ofcers.
Methodologies and Tools

Direct data gathering methods were used, specically, (1) Individual Interviews, (2)
Group Interviews, (3) Focused Group Discussion, (4) Start-Up Workshop, (5) Reports
of Accomplishments and Challenges by the counterparts.
The Data Gathering Instruments (See Annex 1 & 2) for Resource Persons and for
Counterparts guided the individual interviews and group interviews. The Focused
Group Discussions on three thematic areas: Trade and labour, Health and Social
& Political participation were guided by the FGD design (See Annex 3)and were
attended by representatives from different stakeholderscounterparts, other NGOs,
government agencies, multi-lateral agencies. The Start-up workshop was guided by the
design (See Annex 4).
The data gathering instruments attempted to be able to gather as much as possible the
expectations as stated in the Terms of Reference, guided by the Evaluation Guidelines
developed for this project.
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Chapter 2
Limitations
The Pilot Evaluation faced many limitations. In particular we have not been able to
include two items as stated in the Terms of Reference. (1) To know if the psychological
aspects of Novibs concern on rebuilding trust, restoring social networks and/or coping
with trauma and to address the question on whether restoring social tissue is both
a strategy and a goal in itself. This was a very sophisticated concern of distinct and
different discipline from the other aims and strategic change objectives. To conduct a
thorough study on this aspect would have taken more time and different sets of tools
would have been required. This issue was briey touched on during the Start-Up
Workshop (3rd day) during a discussion on cultural change (as part of the counterparts
expectations)however, the counterparts have not given us an indication of what
country specics this theme could apply to or indicators we could use, or how the
evaluation could assess the outcomes of the application of this theme (See Volume
2, page 14 of the Process Documentation of the October 18-20, 2005 Start-up
Workshop). (2) To know the overall impact of Novib funded CPs on the improvement
of peoples lives during the past 5 years (as it pertains to SCO 4). We did not have the
time to develop the instruments (including reconstruction of criteria and indicators to be
used) to construct a baseline data as well as to gather data and analyze them in the
truest sense of an impact evaluation.
As there was tight schedule in the data-gathering phase, we were not able to
thoroughly focus on SCOs 3.1 & 3.2 (Disaster management & Peace Building) and
SCO 5 (Gender and diversity). For these SCOs we relied more heavily on previous
evaluationsalthough the counterparts involved in these SCOs were included in
the various data gathering activities in varying degrees: the Womens Media Center
(start-up workshop, counterpart interview, focused group discussion on Health), NTFP
(start-up workshop, counterpart interview and eld visit), CDRI (start-up workshop
and counterpart interview) and Oxfam GB (start-up workshop, OI interviews, Focused
Group Discussion on Trade and Labour and on Social and Political Participation).
In addition to the tight schedule, one member of the evaluation team (with experience
and expertise in gender) had to discontinue her contract with Novib. We lost more days
interviewing and selecting a replacement. The replacement was not a gender specialist.
We planned four (4) thematic Focused Group Discussion but were only able to
conduct three (3). The last thematic FGD on Education coincided with an event that
the Ministry of Education was conducting, thus the FGD had to be cancelled. The
participants who attended the FGD on Social and Political Participation came mainly
from Novibs counterpartsgovernment ofcials invited (for example, the Director of
the Governments Human Rights Commission) required an ofcial letter requesting for
representation to the FGD, as we could not produce the letter well before the scheduled
date, we were not able to secure his attendance.
We developed a data-gathering instrument that, among others, gave us information

on counterparts organizational efciency in the form of common efciency ratios
such as overhead cost/program expense cost; average funds portfolio per staff; total
organizational expense/beneciariesdue to lack of time, however, we were not able to
obtain all the information/data from the counterparts that would give us sufcient input
for analysis.
Analysis Plan
The analysis plan bridged the Terms of Reference and the data gathered from the eld.
We constructed the analysis plan to satisfy the provisions of the Terms of Reference.
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Chapter 2
Nuanced denitions of Policy and Practice were used. For the purpose of this
evaluation we found it necessary (for easier manipulation and analysis of data) to use
the following denitions:
Policy: refers to the modications or legislation of formal and written political, cultural,
social or religious norms that guide the actions of people, organizations and institutions
of the state, market, and civil society
Practice: refers to the modications or initiation of informal and unwritten political,

cultural, social or religious norms that guide the actions of people, organizations and
institutions of the state, market and civil society.
Nuanced use of Change and Challenge when referring to Policy & Practice is found
throughout this document. For the purpose of this evaluation we again found it
necessary (for easier manipulation and analysis of data) to refer to Policy change
when a law has been actually legislated, and to refer to Policy challenge when a law is
in the process of being legislated. We refer to Practice Change when actual attitudes
(as expressed) and behaviors (or actions) were observed and we refer to Practice
Challenge when attitudes or behavior did not yet reect a change.
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Chapter 3
3. Program context
3.1. Country description
(Source for this section: Novibs SPM document, referenced from such sources as:
Unicef, Social Watch Report, indexmundia, etc.) corroborated by interviews, focused
group discussions and supplementary reading materials)
3.1.1 Facts and Figures

Cambodias Life Quality Index is among the lowest in the world (61 in 1997, 130 of 175
in 2003). Despite an economic growth of more than 6,8% average per year in the period
1994-2003 and a GNP per head of US$ 282 in 2003, 36% of Cambodians live below
the poverty line of 1 dollar per day and according to the Asian Development Bank,
almost 70% of the population live on less than US$ 2 per day. This percentage exceeds
those of Vietnam and Laos. The life expectancy at birth is 59 years (56 for men, 61 for
women). 83% of the 13 million Cambodians do not have access to adequate sanitation
and 70% lack access to clean water--percentages that are usually associated with poor
African countries. The literacy rate in 2002 was relatively high: 69% (men 81%, women
59%). According to Unicef Cambodian children are among worlds most vulnerable
to HIV/AIDS, war and poverty. In terms of womens empowerment, Cambodia ranks
among the countries in the worse situation though some improvements have been
made in gender equity over the past 5 years with slightly more than half of the women
nding employment in the non-agricultural sector (mostly manufacturing).
3.1.2. Overall picture

The principal challenges Cambodia face are securing the factors of production for the
majority of poor people, increasing agricultural production and improving its distribution
systems, diversifying its economic base (the manufacturing industry has been hit hard
after the phase out of the Multi-Fibre Agreement in 2005), further curbing the HIV/AIDS
rates and increasing access to Basic Social Services. Cambodians increasingly have to
deal with natural disasters, both oods and droughts, which can be partly attributed to
environmental degradation both in Cambodia and the upper parts of the Mekong River
Basement.
In addition to the daunting challenge of long-term development of the economy

(after decades of war remain a daunting challenge), are the challenges of long-term
development to the social, judicial and political arenas. Cambodia has gone down
in the pages of history for its unprecedented disrespect for basic human values and
little progress has been made in restoring this. A prerequisite for adequately coping
with all the challenges mentioned above, but also an end in itself, would be restoring
trust among people and increasing their individual empowerment and that of the
communities.
At another level, a major challenge is the establishment of the rule of law, and thus
providing the guarantee that Human Rights, including Womens Rights, would truly be
respected and defended. Corruption is a major impediment to development.
Some major key events that are expected to inuence the room of maneuver of Civil
Society in Cambodia including the organization of the Khmer Rouge Tribunal (some
counterparts fear that this will be used to further curb their inuence) and the nalization
and adoption of the NGO law (potentially repressive).
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Chapter 3
3.1.3 Short description of situation in relevant sectors
Food and Income Security Context in Cambodia (Novib SCO 1.1)

In 2001 there was massive relocation of squatters people and increasing land dispute
cases caused displacement and exacerbated the poverty situation in Cambodia.
However since 2002, more NGOs focused on improvement of agricultural production
including some coordinated response to natural disasters such as ood and drought.
In 2002, the good governance policy (PRSP) was passed due to pressure from IFIs.
However, the conditions imposed by IFIs may have contributed to increasing poverty.
The implementation of the decentralization policy began in this year. In 2003 the
Poverty Reduction Strategy was made an ofcial document. In the same year, more
cases of land grabbing by powerful people were noted. In 2004 the Rectangular
strategy of government was also made ofcial. While there were good policy papers
put out by the government, the lack of legal enforcement led to the decrease in
natural resources and displacement of people. In addition there was increasing drug
addiction, and the consequences of HIV/AIDS (orphans, sick people needing health
care) and massive corruption of government. On the other hand, there was increasing
access to private schools that increased human resources. The government reform
strategy (military demob, juridicial reform, banking reform) was a good and constructive
series of events. The control, management and ownership of natural resources were
increasingly contested areas in todays Cambodia. As Cambodias economy was
opened to the global market economy, natural resourcestheir control, ownership and
managementbecame pivotal issues in the ow and distribution of income (RD 3.a,
RD 2, RD 4).
Trade and Labor Context in Cambodia (Novib SCO 1.2)

Cambodias Labor laws featured a lot of provisions that consider the welfare of workers.
The challenge for NGOs working in the labor sector has not been in the area of
legislating laws that would promote the right to secure employment and good/decent
working conditions but in the enforcement of these laws (by government authorities)
and in the compliance of corporate employers to adhere to the provisions of the law.
The provisions of the labor were seen to be too steep and restrictive for business,
hence, the widespread violations of provisions such as rest days, separation pays
after closure of operations, and others. For the multinational companies or brand
names (Levis, GAP, Adidas, Puma, etc) that have contracted companies in Cambodia
to manufacture their products, there were existing codes of conduct from corporate
headquarters. Policies, good policies were not lacking in the area of labor and decent
working conditions, the implementation of such policies were the major challenges. In
2001 when the quota for Cambodias garment manufacturing industry ended, it forced
the closure of many garment factories. The labor sector was poorly organized with
weak labor unions unable to represent the case of their members. The negative impact
of factories closing was widespread. The big workers demonstration that happened in
2004 (coinciding with Cambodias accession to the WTO) where some laborers were
killed including a union leader, has contributed slightly to companies abiding by labor
laws such as minimum wage. However, the situation has not improved signicantly
since then (RD 1, RD 2, RD 3.a, RD 4, RD 6).
Micro-Finance context
A positive consequence of preparing the Cambodian economy (by both multi- and
bi-lateral donors and the government) to participate in the global economy was that
banking, scal and monetary policies have also been enacted, creating the backdrop
for small and medium enterprises to grow. In particular, micro-nance became a fully
supported and regulated industry by the Central/National Bank of Cambodia. The roots
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Chapter 3
of micro-nance in Cambodia clearly came from the work of NGOs and has given birth
to micro-nance-- now a mainstream industry. Practice (of NGOs lending schemes to
the poor) has led to policy development for micro-nance (RD 3.a).
Access to Basic Health Services Context in Cambodia (Novib SCO 2.1)

From 2001 to 2005 Cambodias HIV/AIDS infection rate signicantly dropped due to
higher public awareness, with more condoms being used including by sex-workers.
However, global funding to support program for Anti-Retro-Viral medicines for HIV/
AIDS affected victims was short-term which covered 2002 to 2003 only (RD2, RD
6). However, maternal and child mortality rates were more severe. This is due to
the lack of basic health service, when women give birth at home without proper care
from midwives, especially in rural far-ung areas and do not have the means for
transportation to seek proper medical care when something goes wrong. There is also
lack of awareness in risks related to maternal and child health-care (RD 2, RD 4, RD 6).
The provision of basic health services by the government remains to be inadequate.

The inux of foreign donor funds into the area of health directly through the government
or through the 170+ NGOs working in the area of health (with particular focus on HIV/
AIDS), has made up or compensated for the inadequacy of government service, but still
could not provide basic health services to all, especially in the most remote areas
(RD 3.a, RD 4, RD 6).
Access to Basic Education Services Context in Cambodia (Novib SCO 2.2)

From 2001-2005 Primary school educations enrollment has increased but the
curriculum has not improved. Kindergarten level was the worse level. There was
heightened awareness for girls education due to the campaigns of related stakeholders
(specically, NGOs and the Ministry of Womens Affairs), and enrollment has increased,
but statistics on girls dropping out of primary and secondary schools was unknownit
could be that the number of girls nishing secondary school has not increased. NGOs
provided schools but no statistics on how many have been built by NGOs in rural areas
(RD 2, RD 3.a).
Even as the enrollment rate was increasing in rural areas, the number of teachers was
decreasing due to poverty and low salarycausing teachers to nd work in towns. The
quality of education was very poor: there was lack of teaching materials and shortage
of facilities, while teachers were paid lowly and not experienced (RD 2, RD 3.a).
According to conservative government gures in 2002, only around 79% of Cambodias
2.9 M school-age children went to school (female girls share 49.6% of the total number)
and the rest (21%) have had no chance to go to school.
The actual gure may be higher due to increasing poverty in the country, children
have to work to support or help support their family, although the anti-child labor
law has been legislated to protect them from violation and exploitation. The effort of
NGOs (including that of counterparts) and Government were not yet successful in
reaching those vulnerable groups (RD 2, RD 3.a, RD 5). Even though the government
(Seila Program, Commune Database, National Data, 2002) claimed that there were
enough schools to cope with the number of children (163, 201 children born every
year), PADEK (chairs, other classroom xtures) and Oxfam Australia and other NGOs
continue to provide for the shortage of schools in rural areas, often in remote rural
areas (RD 2, RD 5). In addition to actual school buildings, teachers low salary affected
the quality of education as good teachers cannot be enticed to teach in rural areas.
The other problems that plague public education were: access to and the means
for transportation (to reach the school) or access to school, their families livelihood
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Chapter 3
improvement, special education services, and other means of incentives for the
teachers (RD 2, RD 5, RD 6).
Multilateral and bilateral funds that go into the World Food Program provided food for
children at school, however their distribution system was not sufciently extensive
to reach all children. They continued to lack for partners to implement their feeding
program. As majority of people were unable to access any education, more attention
to adult literacy may be needed. There were no statistics on the current illiteracy rate
making it more difcult to track improvements on adult literacy programs that some
NGOs were embarking on (RD 2, RD 3.a).
Natural Disaster Preparedness and Mitigation (Emergency Aid) context in

Cambodia (Novib SCO 3.1)
A history of alternating disasters of drought (1995, 1998) and ooding (1996) became
more severe when both disasters occur in a year (2001, 2002). Another bout of drought
occurred in 2004. Due to these severe natural disasters as well as external factors
(the inuence of being ASEAN with its strong program on Disaster Preparedness), the
Cambodian government realized the important link between disaster and development
work, demonstrated by the establishment of the Mekong River Commission. Support
from NGO community, bilateral support, and the Asian Disaster Preparedness
Center (ADPC) also contributed to signicant work being done in the area of disaster
preparedness and mitigation (RD 1, RD 2).
Conict Prevention Context in Cambodia (Novib SCO 3.2)

In 2000, the gun destruction policy was put into motion and many unused guns were
destroyed, in addition the number of Crime, ghting, robbery and weapon abuse
decreased. In 2001 the government issued a circulation and in 2005 a full-edged law
on gun use. Beginning the same year (2001) there was a marked conict over natural
resources as land grabbing by powerful individuals became more and more rampant. In
2005 there was a marked decrease in conict in the sheries sector (RD 1, RD 2).
Social and Political Participation Context in Cambodia (Novib SCO 4)

Freedom of speech and freedom of association were two rights that were still in
Cambodias constitution. However, for the past years, these two freedoms have been
severely curtailed through administrative orders (to commune councils restricting their
attendance to training and travel as contained in Prakas 10), ling libel (a criminal act
not a civic act) suits against human rights activists, arresting and jailing the director of a
radio station for broadcasting anti-government opinions, killing a union leader protesting
labor conditions and low wages (RD 1, RD 2, RD 3.a-c, RD 4, RD 6). Despite these
setbacks, there was still modest progress in the area of human rights and in the
promotion of social and political participation in Cambodia. Judicial reforms have been
started such as the drafting of the anti-corruption law, the drafting and subsequent
legislation of the domestic violence law, the initiative in drafting criminal code and
criminal procedure code, and others. The 2003 Senate (National Assembly) election
was a marked improvement from the previous practice of nominating or appointing
senatorsachieved through the collective efforts of organized civil society, at the
forefront of which was COMFREL, and pressure from international donors (RD 1, RD 2,
RD 3.a-c, RD 4, RD 6).
Identity (Gender and Diversity) Context in Cambodia (Novib SCO 5)

The situation of women and children in Cambodia was the lowest on Asia Pacic.
This was being addressed in several ways: Line Ministry plans were being aligned
with the Millennium Development Goals with specic direction on promoting women
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Chapter 3
status in Cambodia. Funds to support gender mainstreaming in projects increased

at all government projects and NGO partners of government (example were the
announcements for recruiting new staff) gave women more opportunities as well as
increased the number of women who can participate and benet in development
process through these projects. Donors have very strong policy on gender strongly
inuencing programs by government and NGOs alike (RD 2).
More women participated at village/commune level (each commune has to appoint one
woman responsible for women and children issues) but still few in decision making from
5% to 8% increase of women in commune council. There were about 8% of women at
the national level (RD 2).
Poor education of women and the lack of jobs or employment in rural areas (especially
after the rice planting & harvesting season) were contributing factors to the poor
situation of women. Women migrate to urban areas to seek employment as garment
factory workers to be able to feed their families (RD 2).
3.1.4 Main development actors

Cambodia has a large civil society with around 600 national NGOs and 200
international NGOs, one third of which consists of womens organizations. Cambodias
civil society is engaged and vibrantit provides a challenging check and balance
to Cambodias increasingly repressive government as well as a government that is
opening Cambodias doors to the global market economy. Cambodias civil society also
collaborates well with Cambodias government ministries in areas deemed collaboration
possible such as rural development, women empowerment, HIV/AIDS reduction,
environmental education, and disaster management. Civil society in Cambodia is fairly
well organized especially as it lobbies the Consultative Group of International Donors
so that the international donors can in turn pressure the government to enact reforms
as conditions for the release of international aid. International donors are composed of
multilateral and bilateral organizations and wield inuence on Cambodias development
directions.
3.2. NOVIBs Core Country Program

(Source: Novibs SPM document and interviews with Novib ofcers)
3.2.1. Origin
Novib has been active in Cambodia since the mid 1980s. Originally NOVIB closely
co-operated with (local) government institutes in the provision of food and fullment
of Basic Social Services (BSS) and infrastructure works. Once the Royal Government
of Cambodia (RGC) seemed on track and took on its responsibility in these elds,
and Civil Society Organizations (CSO) were built up, Novib decided to focus its
support to Human Rights organizations working on Civil and Political Rights. For a
while supporting these organizations became more paramount in NOVIBs program.
However, given the slow progress in improving day to day life of poor Cambodians and
their deepening struggle for survival, the period 2001 to 2005 (and into the future) more
than half of NOVIBs funds were again targeted at Sustainable Livelihood and Basic
Social Services ~ but not in an isolated manner. Work at the grass root level in these
areas was linked to lobby and advocacy. The focus on Sustainable Livelihood included
an emerging program for labor, and took into consideration Human Rights counterparts
who shifted their focus towards land and labor issues. The inclusion of two Micro
Finance institutes (of which one was funded via NOVIB ASN fund and thus not part of
the regular portfolio) also strengthened the focus on Sustainable Livelihood.
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Chapter 3
NOVIBs view is that the RGC is primarily responsible for the provision of Basic Social
Services and in principle also has the budget to fulll these. Most Counterparts funded
by NOVIB fall within the category of relatively small, experimental NGOs, with a clear
role model and function as change agents in Cambodian society. The NOVIB program
in Cambodia intended to improve the quality instead of increasing the quantity
of Basic Social Services, which logically might only be provided to peripheral areas.
Rebalancing inputs has been a deliberate choice. In the 2001 plan it can be read
that Cambodia, one of the poorest countries in the region, would receive increased
Novib support in the eld of sustainable livelihood and basic social services, while the
proportion of investments in human rights would gradually decline. However, Novib
continued to support counterparts that provided legal aid and focused on reform of the
judicial system.
NOVIB has combined in the Cambodia portfolio old and steady, (internationally)
renowned NGOs that reach large numbers of beneciaries and have big political
leverage, with relatively small, experimental NGOs, that have a clear role model
and function as focused change agents in Cambodian society (and thus enjoy high
visibility for other reasons). This mix guaranteed that pressure through numbers and
proven practices was combined with inuence through new and dynamic alternatives.
Novib has worked and intends to continue to work with and through organizations that
a) combine activities for improved livelihoods and BSS with encouraging social and
political participation b) while doing so rebuild trust, restore social networks and/or
cope with post-war traumas c) effectively combine grass root activities with lobby and
advocacy work so as to change the very structures that cause and perpetuate poverty,
and create the conditions under which Human Rights will be respected. It was assumed
that restoring social tissue was both a strategy and a goal in itself (given Cambodias
violent past).
In total eight Oxfams run programs in Cambodia. Novib continued to operate within
the framework of Oxfam International. In as far can be seen NOVIBs contribution
would continue to be around Euro 2 - 2,5 million annually or around one third of the
total Oxfam budget. In total, the Oxfams fund around 60 CounterParts with the Oxfams
agreeing on division of tasks among them including which counterparts or which theme
would a specic Oxfam focus on. The core country program in Cambodia is a result of
Novibs own strategies as well as the result of negotiations with the different Oxfams
to ensure that the Oxfams presence and work in Cambodia will have coherence and
will be more efcient and also effective. For example NOVIB has engaged in the OI
initiative of Disaster Management Program. As an enhancement of the work in-country
in Cambodia, the Oxfams, since 2002, has developed regional Strategic Change
Objectives. As an example of this, Novib engaged in the OI Mekong River Basin
Management Program.
3.2.2. Program portfolio development mix

Novib funds the programs of counterparts that as a whole covers programs that would
promote all ve rights and achieve goals for all eight strategic change objectives. The
prole of counterparts features experienced and tested NGOs, as well as new and
experimenting NGOs.
3.2.3. Description of present program portfolio

Novib aimed to alleviate poverty in Cambodia, promote social and political participation,
identity and diversity, promote access to basic social services, and promote life and
security. Novib, with limited resources and operating from outside Cambodia, provided
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Chapter 3
different modes of nancing to selected partners, Novibs counterparts, who would

be able to contribute to the realization of Novibs aims. Financing was supplemented
by other interventions (such as technical support for specialized areas and lobby and
advocacy) to support the work of counterparts, in and outside the country.
Areas of intervention per SCO and envisaged outputs and outcomes

The following is a summary of intended results for the period 2004-2006 (based on the
focus document written in the spring of 2003). These reect Novibs line of thinking and
the type of activities Novib planned to do.
Aim 1 Right to a Sustainable Livelihood

Strategic Change Objective 1.1. Food and Income Security
People (in particular women and minority groups) will enjoy increased food-
security.
Food security programmes of at least two NGOs (PADEK and NTFP) will benet
from CEDACs research in the eld of sustainable agricultural production by the
end of 2006.
Policy impact: NGOs continue to inuence the Ministry of Rural Development
and local government through their training programmes on Community
Development Model, involvement of local government in Community Development
projects and advocacy of minority interests.
Strategic Change Objectives 1.2. Trade and corporate responsibility

Labour: In 2004 a contribution will be made to the OI Make Trade Fair Campaign
through the provision of campaignable evidence and illustrations of the violation
of Womens Labour Rights in ESEAs Garment sector, in particular in the
Sportswear Sector.
In 2004 Novib will explore the possibility to focus on the most marginalized,
unorganized labourers in Cambodia and the movement or organizations that
represent their needs and interests and to formulate a realistic PPC in this eld for
the period 2005-2006.
Through the organization of a workshop early 2005, mutual understanding
between various labour actors (Unions, womens movement, Oxfams) in
Cambodia will be increased.
Policy impact: for CSR to be determined (among other things to be based
on a mapping of Dutch Corporate interests in the region.) For formal labour:
the enforcement of existing labour law. For unorganized workers still to be
determined.
Aim 2 Right to Basic Social Services

Strategic Change Objective 2.1. Awareness on and prevention of HIV/AIDS (Tentative)
More people to receive medical assistance and health education in appropriate
manner.
Rights of HIV/AIDS infected persons to be understood, respected, translated into
policy.
HIV/AIDS issues to be mainstreamed into at least 3 NGOs
Policy impact: to be determined.
Strategic Change Objective 2.2. Basic Education

In 2004 through 2006 in total 30 schools will be built in remote and/or political
sensitive areas, serving the needs of around 10,000 children, at last 40% of
which are girls. Parent Teachers Associations will be established and villagers
empowered.
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Chapter 3
By the end of 2006 the quality of the curriculum in 10 schools will have been
upgraded through the introduction of non-cognitive learning methods (theatre,
plays, and games) and 50 schools will be actively involved in Environmental
Education projects.
Policy impact: Local Government will be made responsible for the provision of
teachers and school materials, co-operation with communities will be improved
and serve as a good example of government decentralization (and in this sense
also contribute to Novibs theme promoting global citizenship).
Aim 3 Right to Life and Security

Strategic Change Objective 3.1. Emergency Aid
More NGOs will be integrated into the existing OI Disaster Management
programme.
More specically: In close cooperation with the local communities of pilot villages
in Takeo District a (gender specic and for Cambodia appropriate) model for
preparedness and mitigation will be developed.
Expertise of CBOs and NGOs in preparedness and management of risks and
problems associated with oods will be improved.
At least 2,000 Cambodians will directly benet from these latter efforts.
Policy Impact: The work with the Village Committees for Disaster Management
has a strong advocacy element; it will facilitate the VDMC in their engagement
with local government (NDDM, PCDM and DCDM-and in this sense also
contribute to Novibs theme promoting global citizenship). The improved OI DM
will furthermore serve as a good practice for the National Committee of Disaster
Management in Cambodia
Aim 4 Right to Social and Political Participation

People will receive legal aid, will benet from mediation of one of the HR
organizations and will receive HR education (including voters education).
Good governance: HR organizations will continue to make the RGC accountable.
They will specically focus on the development (and enforcement) of an effective
anti-corruption law.
Promoting global citizenship: Civil Society will continue to critically follow the
International Donor Community and increase its inuence on the CG meetings.
Capacity Building: HR organizations will improve their capacity to mainstream
gender issues in their organization, programmes and network.
Aim 5 Right to an Identity (Gender and Diversity)

By the end of 2006 Legal Aid will have been provided to women survivors of VAW
(Domestic Violence, Reproductive Violence and Rape).
By the end of 2006 there is more awareness among the general public and
government that Womens Rights are Human Rights and that Domestic Violence,
rape within marriage and Reproductive Violence are not just private family
matters. Child Rights will be higher on the Government Agenda. Trafcking will
be made illegal and perpetrators be criminalized.
Short Description of the Current Counterparts Involved in the Evaluation

(Source: primarily the presentation of each counterpart during the start-up workshop
October 16-18, 2005):
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Chapter 3
PADEK
(Working primarily on Aim 1, Right to a Sustainable Livelihood, SCO 1.1
Food and Income Security)
The initial involvement of Padeks donor agencies in Cambodia was in early 1980s in
relief and rehabilitation work. The donor consortium was formalized under the name of
PADEK in 1986 with ve member agencies and Novib was the lead agency. In 1993
Padek moved from infrastructure based sectoral support to a community development
programme. In 1999 this strategy was formalized as PADEKs Integrated Community
Development Model (PICDM). It operates in 4 provinces in Cambodia and one urban
area covering 14 districts, 39 communes, 282 villages, and 39,456 families. The
objectives are focused on building organizations, generating income and ensuring food
security, the promotion of education and culture and health.
NON-TIMBER FOREST PRODUCTS (NTFP)

(Working primarily on Aim 1, Right to a Sustainable Livelihood, SCO 1.1
Food and Income Security)
Non-Timber Forest Products (NTFP) is a local NGO based in Ratanakiri province,
Cambodia. NTFP has been working for over nine years promoting land, natural
resources and cultural rights of indigenous people to sustain their livelihood. Following
a study on natural resources and livelihood in Ratanakiri, funded by Oxfam Great
Britain and other Oxfams, in early 1996, the NTFP project began in August 1996. NTFP
envisions that local communities in Northeast Cambodia, especially ethnic minority
communities, have the capacity to protect their rights to manage and use natural
resources as well as to access priority essential services to improve their quality of
life and achieve sustainable livelihood. The mission of NTFP is to promote effective
participation of indigenous communities, men & women, in determining their own future,
especially in assuring their rights to manage, use, and develop the land and natural
resources on which their livelihood and culture depend. NTFPs objectives are to: (1)
Increase the capacity of associations in target indigenous communities, especially in
participatory leadership, management, and providing support to activities protecting
their rights and interests; (2) Improve the livelihood of indigenous communities through
activities that add value to natural products through sustainable harvesting and
processing, which can also serve as model to other communities; (3) Empowerment for
target indigenous communities through building networks and advocacy for protecting
the community interests; (4) Indigenous communities in target areas understand the
value of their culture and traditions, and are motivated to preserve their community
solidarity and cultural identify; (5) Increase the capacity of the organization in order to
efciently achieve the mission and be a good model to other development agencies.
MLUP BAITONG
(Working primarily on Aim 1, Sustainable Livelihood, SCO 1.1
Food and income security)
Mlup Baitong (MB) means green shade in Khmer. MB was established as a project of
a British NGO in 1998, and it became an independent local Cambodian NGO in 2001
and ofcially registered with the Ministry of Interior. MB was localized in 2003local
Khmer people now handle MBs management and leadership. The mission of Mlup
Baitong is to increase environmental awareness and conservation through education,
training, advocacy and other environmental services to support the sustainable and
equitable use of natural resources for the benet of Cambodia. MBs main area of work
includes: community forestry, community protected area, community based ecotourism,
gender and environment, national park assistance, environmental education in schools,
Buddhist temples, military, radio programs and the establishment and management of
the environmental education resource center.
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Chapter 3
CAMBODIAN ENTREPRENEUR BUILDING LIMITED (CEB)

(Working primarily on Aim 1, Right to a sustainable livelihood, SCO 1.2
Labor and Creation of Employment)
CEB started in 1995 as an NGO called Cambodia Community Building (CCB), and
became a Micro-Finance institution (MFI) in 1999. CCB transformed itself from an
NGO type micro-nance provider into a professional private sector MFI. CEB received
its license from the National Bank of Cambodia as a regulated MFI in 2003. Its vision
is to be the leading regulated micro-nance institution in entrepreneurship building of
poor women in urban and rural areas. By reinvesting most of its prots in expanding
outreach and improving and/or diversifying its micro-nance services, CEB shall
contribute on an increasing scale to the development of women who run income-
generating activities and micro-enterprises and thereby to women entrepreneurship
building with a direct impact on self-employment and poverty alleviation. Its mission
is to empower entrepreneurial poor women in urban and rural areas to develop their
income-generating activities and micro-enterprises through access to micro-nance
services, including credit and savings, at reasonable rates. Products and services
include: mobile and branch banking service, Cambodian riel loan, individual and
solidarity group loans, community bank model (when solidarity groups merge), and
US dollar loan. CEB operates in ve provincial areas (Phnom Penh, Kandal, Kompong
Cham, Kompong Thom, and Siem Reap).
WOMYNS AGENDA FOR CHANGE /WAC

(Working primarily on Aim 1, Right to a sustainable livelihood, SCO 1.2
Labor and Creation of Employment)
Womyns Agenda for Change (WAC) started small in 1999 as a program of Oxfam
Hongkong. With the support of OHK, WAC has grown as an organization and in July
2004, it became an independent entity. WACs work is focused on the empowerment
of grassroots women. WACs programs include those for/on garment workers, sex
workers, research on debt and globalization and gender disparities, and advocacy to
the Cambodian parliament.
NYEMO CAMBODIA/COUNSELING CENTER FOR VULNERABLE WOMEN AND

THEIR CHILDREN
(Working primarily on Aim 2, Right to basic social services, SCO 2.1. Health)
Nyemo Cambodia helps vulnerable women to analyze their situation and to strengthen
their capacity to improve their quality of life and that of their children. Nyemo also aims
to strengthen the community to recognize this vulnerability and to assist in improving
the welfare of these women and children. Nyemos objective is to build an integrated
network for vulnerable women and children in the community for educational and
health support, and access to other local public services. Nyemos programs are:
the maintenance and management of Community Center, Mother and Child Support,
Education, Market analysis and vocational training, Job Placement and follow-up and
Integration into the Community.
CAMBOKIDS
(Working primarily on Aim 2 Right to basic social services, SCO 2.2 Education)
Cambokids is a non-government organization working in the eld of Primary Health
Care for Children in Community after Arms Conict. Founded on 1st September
1999 and created as a result of the TPO-Games Pilot Project that was implemented
in Cambodia from 1998 to 1999. TPO-Cambodia is a part of the Transcultural
Psychosocial Organization based in Amsterdam, the Netherlands. The mission of
Cambokids is improving the mental status and psychosocial well-being of children in
general by promoting the Primary Mental Health Care for Children in Community after
24
Chapter 3
Arms conict as a contribution to extend the Primary Health Care System in Cambodia.
The Goals are: (1) to contribute to prevent new conicts in Cambodia; (2) To heal
collective trauma. The Objectives are: (1) To transform the project into Information
and Human Resource Training Centre for Primary Mental Health Care for Children
in Community after Arms Conict; (2) To develop a volunteer structure and use the
potential of volunteerism to contribute to the implementation process of Child Care
and Development within the National Program; (3) To stimulate the integration of the
concept of Primary Mental Health Care for Children in Community with those of other
NGOs, OIs, and Government sectors working with children in the eld of Child Care
and Development.
OXFAM GREAT BRITAIN, DISASTER MANAGEMENT PROGRAM

(Working primarily on Aim 3, Right to Life and Security, SCO 3.1 Emergency Aid)
The severe oods and droughts that occurred in 2000 and 2001 and their impact on
family life, incomes, village agricultural patterns and community development have
triggered the Joint Oxfam Disaster Management Programme (OI-DM). The OI-DM has
responded to these disruptions during the past two years with three different strategies:
the rst is the core programme of disaster management and disaster preparedness,
principally through partnership training. Secondly, it has organized and participated in
the distribution of household kits emergency relief kits which include mosquito nets,
clothing, rice, cooking utensils, plastic sheets, and other food items including salt, dried
noodles and canned sh. A third component, rehabilitation, has also been designed and
implemented based on assessment and planning support provided by the Oxfam GB
Humanitarian Department in Oxford. The core of the Joint Oxfam Disaster Management
Programme is programmatically supported by seven of the Oxfams operational in
Cambodia (OinK), and nancially by Oxfam GB (40%), Oxfam Hong Kong (20%), and
NOVIB (40%).
CENTRE FOR PEACE AND DEVELOPMENT (CPD)/CAMBODIA DEVELOPMENT

RESOURCE INSTITUTE (CDRI)
(Working primarily on Aim 3, Right to Life and Security, SCO 3.2 Conict Prevention
and Peace Building)
The Cambodia Development Resource Institute (CDRI) was established in 1990
to enhance human resource capacity in Cambodia and to undertake research and
analysis contributing to the formulation of sustainable development policies and
strategies. The Centre for Peace and Development (CPD) is a programme of CDRI,
initially founded in 1996 as the Cambodian Centre for Conict Resolution (CCCR). In
2000 it was renamed the Centre for Peace and Development and fully integrated as a
programme of CDRI. CPDs mission is to contribute to building a culture of peace and
to enhance human security in Cambodia, through applied research, raising awareness
and developing skills for conict transformation, and by creating opportunities for
constructive engagement and reconciliation. CPDs two-fold aims are: (1) to enhance
policy dialogue and public awareness through applied research linking peace and
human security with governance and development; (2) to strengthen understanding and
the effectiveness of public ofcials, community and civil society leaders at national and
local level, to understand and transform conict into positive social change based on
values of tolerance, forgiveness, non-violence, social justice and interdependence.
LEGAL AID CAMBODIA /LAC

(Working primarily on Aim 4, Right to Social and Political Participation)
Legal Aid Cambodia (LAC) is a non-prot, non-governmental Khmer-administered
organization of lawyers to provide legal services to the poor free of charge. LAC
was founded in December 1995 as Cambodias rst legal aid society and ofcially
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Chapter 3
recognized by the King of Cambodia, Ministry of Interior, Ministry of Justice and the
Cambodian Bar Association. LAC envisions a Cambodian society where rule of law
and human rights are respected and implemented. LACs mission is to provide quality
legal service to and advocate for the Cambodias poor so that they are fairly and
equally treated in the society. LACs focus is on providing legal representation to clients
in both criminal and civil cases, apportioning 60% of its resources to criminal cases and
40% to civil cases. LAC provides legal services to both adults and juveniles who are
accused of committing crimes or who are victims of offenses, with a focus on indigent
clients who are in pre-trial detention. In civil cases, LACs focus is on land, shery,
families issues and childrens issues.
COMFREL
In December 1995, decision of leaders of Human Rights Group (ADHOC, Vigilance,
Licadho) to create a permanent election monitoring system, thus COMFREL was
established. Comfrels board is composed of ten member-NGOs. It has established 24
provincial network (called Provincial Secretariat) and 185 district contact persons as
well as 1621 commune activists. Comfrels mission is to promote democracy, especially
local democracy and to promote the right to participate.
CAMBODIAN HUMAN RIGHTS AND DEVELOPMENT ASSOCIATION/ ADHOC

The Cambodian Human Rights and Development Association (ADHOC) was set up in
December 1991. It is an independent, non-partisan, non-prot and non-governmental
organization. Its mission is to educate the Cambodian people about human rights, the
rule of law and democracy as well as monitors and investigates human rights violations
and all forms of violence against the most vulnerable people including women and
children. ADHOC has ofces in 23 provinces in addition to its headquarters in Phnom
Penh. The 2 core strategies of ADHOC are: (1) Monitoring and investigating human
rights violations and violence; and (2) Advocating human rights which includes training,
campaigns, radio broadcasting and publication. ADHOCs target groups are grassroots
people so that they are aware of their rights and are able to defend these rights; and
the military, police, military-police and local authorities to promote good governance and
respect for human rights.
WOMENS MEDIA CENTRE OF CAMBODIA/WMC

(Working primarily on Aim 5, Right to an identity, Gender and Diversity)
Womens Media Centre (WMC) is a non-prot NGO using the media, specically
broadcasting, to promote social change. WMC started in 1994 as the Khmer Womens
Voice Center (KWVC). KWVC supported womens issues, provided equipment and
trained professionals in advocacy, research and media. In 1995, KWVCs Media
Center became independent and changed its name to the Womens Media Center of
Cambodia (WMC). The Center is staffed by video and radio professionals who produce
programs on social issues. It also serves as the focus point for the Womens Media
Network, made up of women working in national and grassroots media with the explicit
purpose of improving the status of women in media by increasing the number of women
journalists and changing the exploitative way that the mainstream Cambodian press
portrays women. The Media Center includes video and radio facilities and houses a
media resource center with video, radio, print and photo archives. Building a network
of women journalists and developing leadership for the public interest movements is
one of the Centers primary goals. The Center produces public information campaigns,
educational materials and public interest features. WMC touches on most issues
effecting women in Cambodia today such as; HIV/Aids, trafcking, election, domestic
26
Chapter 3
violence, and poverty. Womens Media Centre (WMC) radio and TV programs cover:
womens rights, womens health, poverty, domestic violence, leadership, drug abuse,
HIV/AIDS, decentralization and Rule of Law.
Characterisation of counterpart organizations

(Source: Novibs SPM document)
Aim 1 Aim 2 Aim 3 Aim 4 Aim 5

CPs 1.1 1.2 2.1 2.2 3.1 3.2 4 5
PADEK X* X x x x x
Mlup Baitong X x x
NTFP X x x x x x
WAC X x
Cambokids x X x x
Nyemo x X x x x
OI DM x X x x
CPD (CDRI) x x x x X x x
ADHOC x x x x X x
LAC x x X x
Comfrel X x
WMC x x x x x X
CEB X x
*Where Capital X represents primary or focused SCOs of Counterparts
Summarizing table (per SCO and type of intervention)

(Source: TOR, September 2005)
Overall Aim 1 Aim 2 Aim 3 Aim 4 Aim 5

funding SCO 1.1 SCO 1.2 SCO 2.1 SCO 2.2 SCO 3.1 SCO 3.2 SCO 4 SCO 5
2001 13,2 % 6,3 % 12,7 % 15,4 % -- 0,2 % 39,8 % 12,4 %
1.9 M
2005 19,8 % 15,5 % 6.9 % 11,5 % 1,6 % 1,5 % 25,1 % 18,0 %
2 M
Note: gures are rounded off
27
Chapter 4
II. Analytical Part

(Evaluators opinions based on interviews, focused group discussions, and documents
reviewed).
4. Analysis of Novibs strategic

positioning in the country
4.1. Analysis of the strategic decision-making
process and products
4.1.1. Quality of the strategic decision making process

Novibs strategic choices of counterparts
Novib was able to choose counterparts strategically and has, over the years, been able
to develop a relevant array of organizations with focus spread among relevant sectors,
with geographic reach extend to both rural and urban areas, with capability to spread
services throughout the country.
Conceptually, the strategic decision-making to arrive at the portfolio of counterparts

consisting of both old, steady and small, experimental NGOs makes a lot of sense
and from the areas of improvement it can be noted that such a portfolio of counterparts
can be mutually benecial for both categories of NGOs. The new and experimental
can learn a lot from the experience and competence of the old and the steady, while
they in turn can be inspired to recreate their own programs or innovate new ones. The
decision-making process was sound, however, the counterparts have not been able to
capitalize on the presence of the other kind since interaction was limited (Restitution
Workshop).
During the evaluation period, we have noted that the current portfolio was a product
of constant decision-making process and negotiations with counterparts such that
there were compelling reasons to end relationships with other counterpartssuch
as the time to unsupport or graduate the organization has come, such as in the
case of ACLEDA (the Micro-Finance Institution) through ASN/Triodos Bank; or that
the counterpart was turned-over to a sister Oxfam for alignment of programs and
resources; or that there was no longer a good t between Novibs strategic directions
with that of a counterparts core business.
The partnership with the OIs contributes to better relevance or better crafting of
programs especially since Novib is not based on the ground.
4.1.2. Relevance of the strategic choices in view of national

development plans, goals and policies
In view of Cambodias national development plans of opening up the economy to the
global economy and allowing the control of resources to fewer and fewer people, many
28
Chapter 4
of these foreigners and corporations, then Novibs strategic choices in supporting the
work of ADHOC, NTFP, COMFREL and a legal institution such as LAC is relevant
because these organizations would be able to help in providing check and balance to
the government so that human rights will be promoted and justice achieved (interviews
with WB representative, the SEILA program, focused group discussions held on the
themes of Trade and Labor and Social participation: RD 4 and RD 6).
Novibs focus on gender and diversity, on sustainable livelihood, on HIV/AIDS

awareness and prevention contributes to the attainment of millennium development
goals and in line with the focus of other major donors as well as that of the government
of Cambodia.
4.1.3. Relevance of the strategic choices in view of the national

development situation
Strategic nancing was a relevant position to take given limited nancial resources.
Strategic nancing was most worthwhile because workable, innovative and sustainable
development models were bankrolled and rolled off or graduated in due course. This
mode of strategic nancing has been successful in the case of CEB in that appropriate
support for micro-nance organization pressured CEB to reach and surpass break-
even point to earn prots. Financing a micro-nance organization as part of Novibs
portfolio mix also demonstrated the relationship between income generating activities
at the lowest charity case level to a sustainable level where entrepreneurship can
be developed. Not all those who were helped at the lowest level could graduate into
being entrepreneurs but there will be some. By building entrepreneurial capacities and
providing access to capital and markets (both domestic and maybe international) is an
important contribution to expanding the middle class in Cambodia.
Rebuilding trust, restoring social networks and/or coping with traumas

The evaluation was too limited to discourse at length about this aspect, we can only
contribute what we have clearly observed in our data gathering: that the work of
counterparts with beneciaries created trust and condence for the NGOs assisting
them.
Clearer programs on:

Programs to promote corporate social responsibility would now be relevant and
necessary in Cambodia.
Advocacy programs to lobby different government agencies to provide more and better
quality basic services (health and education). Part of this may be more adult literacy
programs can be implemented in coordination with the Ministry of Education or within
NGO networks.
Disaster managementeach Novib counterpart incorporate disaster management

into their programs including a program to prepare and deal with human-made
29
Chapter 4
emergencies, such as political repressions or civil unrest.
4.1.4. Relevance of the strategic choices in view of Novibs/

OI overall policies
We afrm the value of Novib working with the Oxfams and sharing common objectives
in Cambodia. As discussed in a previous section, the Oxfams might consider tightening
the achievement of SCOs 1.1 and 1.2 since majority of counterparts and funds were
directed to these areasand the Oxfams have started to do so in 2005.
Considering the real and potential effect and consequences of natural disasters in
Cambodia especially in the promotion of sustainable livelihood and in the achievement
of food and income security, Novibs decision to nancially support the Disaster
Management Program through OGB was appropriate and strategic. It made sense
programmatically and organizationally: OGB has the expertise and very strong
presence in Cambodia.
The Mekong River Basin Management Program that Novib has supported has
contributed to the advocacy needed for policy lobby and practice changes for natural
resource managementenhancing the focus on food and security income, and social
and political participation. The design of the program (run by Oxfam America, signicant
participation and involvement of counterparts, clear regional perspective) tted well
in seeking synergies of programs supported by Novib. In addition to this, the Mekong
River Basin Management Program provided a platform for alignment of the OIs in the
region.
4.1.5. Alignment of strategic choices with the views and priorities of

the counterparts
There was no dissonance between the strategic choices made by Novib with the views
and priorities of the counterparts. Each counterpart has developed a niche and a role to
play for development in Cambodia that Novib could and does support.
4.1.6. Synergies and alignment of strategic choices with other

initiatives and actors
The Oxfams strategic choices were aligned and the Oxfams are actively engaged in
achieving synergies of their programs and operations. The Oxfam name or brand
carries a lot of emotional goodwill among Cambodians and development organizations.
The Oxfams, including Novib, have clearly a role to play in ensuring that all
Cambodians benet from Cambodias participation in the global economy.
4.2 Analysis of the implementation of strategic decisions

Dialogue with counterparts permeated the implementation of Novibs implementation
of its strategic decisions, which included measures to cautiously test the efcacy of
these decisions. In addition, tools such as program or management evaluations were
commissioned to inform or guide the relationships with counterparts.
However, as mentioned, achieving synergy and cooperation among the different

categories of counterparts (new and experimental with old and steady) were not fully
implemented as of the time of evaluation (although as discussed in the achievement
of the different SCOs that there are linkages or collaboration and cooperation between
and among the different counterparts).
There were also no clear parameters yet on what Novib wanted to achieve when it
intended to contribute to rebuilding trust and restoring social networks.
30
Chapter 4
4.2.1. Quality of monitoring process

Counterparts stated that Novib is a supportive donor not only through the long-term,
unrestricted funding that Novib offers but also in the advises and assistance provided to
them in the course of the institutional relationship with Novib.
4.2.2. Quality of evaluations

The evaluations we have read were sound, offered insights into counterparts
organizations and programs and partly informed us on results achieved.
31
Chapter 5
5. Assessment (for each SCO)

of the main results achieved
5.1. Food and income security
5.1.1. Planned outputs and outcomes

In Cambodia, the Core Country Program of Novib was focused on the promotion of
the right to sustainable livelihood, specically the achievement of the strategic change
objective of food and income security. Novib funded PADEK, NTFP, Mlup Baitong
and categorized these counterparts as the lead organizations that would promote
the aim concerned, and focus on achieving the strategic change objective. However,
these counterparts also integrated other aims and strategic change objectives in their
programs, for example, gender and diversity, environmental awareness, disaster
management, among other things. On the other hand, other counterparts that were
not categorized into this Aim and SCO also incorporated food and income security as
part of their programs. For example, ADHOC was concerned about the livelihood of
their beneciaries and made efforts to link with development NGOs, Nyemo integrated
income generating activities in its health programs, CEB, as a micronance institution
naturally contributed to food and income security with its micro-nance services.
5.1.2. Contribution to practice changes

Practice1 changes:
As far as practice changes were concerned, the representatives of different ministries
interviewed, acknowledged the important role of NGOs on food and income security
through their work on vocational trainings, eco-tourism, agriculture and self help groups,
womens participation, health and education. In some instances, the government
agencies adopted the models developed by the counterparts (RD 3.d, RD 4).
As exemplied by PADEK, NTFP and Mlup Baitong, they were able to forge better
collaboration with local authorities. The Ministry of Environment and Ministry of
Education, Youth and Sport recognized the important role of Mlup Baitong in community
forestry, environment education and life skills and requested Mlup Baitong to replicate
their activities in other provinces, especially in the tourism provinces. Seila ofcials
acknowledged the work of NTFP on community forestry (RD 3.a, RD 3.d, RD 4).
Models on community forest management, natural resource management and income-

generating projects (such as sustainable agriculture or livestock raising) have been
piloted by PADEK, Mlup Baitong, NTFP, and, the work of the various other NGOs
involved in the Mekong River Basin Initiative (RD 5).
The involvement of women (including indigenous women) in all sector of community

development was also noted to have increased in family businesses, in leadership
positions within the village. Indigenous people participated in more meetings and
workshops, locally and nationally, to express their concerns. Community people were
more condent to speak in public or through radio discussion program of and on their
concern that affect their livelihood (RD 1, RD 2, RD 3.a-d, RD 4, RD 6).
1 We dene Practice Changes as it refers to the modications or initiation of informal and unwritten political, cultural, social or
religious norms that guide the actions of people, organizations and institutions of the state, market and civil society.
32
Chapter 5
Practice Challenge
In the provinces where the counterparts worked the lack of law enforcement on
environmental protection can be felt as natural resources were irresponsibly exploited
and depleted, as forest and land concessions were granted without regard for the
indigenous people or the natural resources contained therein.
5.1.3. Contribution to policy changes

Policy2 change:
Six Articles (23-28 Articles) on tangible assets of the indigenous communities
were included in the Land Law of the Royal Government of Cambodia (RGC). The
incorporation of these articles on the Land Law can be linked to the efforts of the Non-
Timber Forest Product (NTFP), its allies and supportersNTFP led the advocacy for
this policy (RD 3.c, RD 3.d).
Policy challenges:
The laws on protected areas and law on community forestry were still pending and its
legislation an urgent need to protect the habitat areas of indigenous people and the
people living in community forests. More lobbying and campaigning would be needed to
pass these laws (RD 3.a, RD 3.c, RD 3.d).
The adoption of Fishery law and some sub-decrees of the law that stipulate community
based natural resource management including ways to curb illegal shing activities
were still pending. The policy advocacy of the sub-decrees of the Fishery Law
can be linked to the efforts of Oxfam America and the other Oxfams through the
regional program on the Mekong River Basin Initiative. However, the law has not yet
been adopted so the challenge is for more advocacy work to be done to pressure
government to legislate the policy (RD 5).
The Land Law has been passed with all its potential disadvantages and
repercussionssuch as curtailing the traditional manner of agricultural cultivation (to
clear land and cultivate it no longer provided ownership to farmers) by the power of the
government to give land concessions. Nevertheless there were rooms for maneuvers.
Concessions could also be given to collective groups of farmers or associations and
not just to big business or individual owners. Mapping to determine, among others,
indigenous lands has not been nalized. The challenge for Cambodias civil society,
in particular, Novib counterparts, would be to nd ways for meaningful and substantial
participation in the shaping of the control, ownership and management of Cambodias
natural resources. The multilateral organizationssuch as World Bankand bilateral
organizationssuch as DFIDwere nancing projects that would complete the
mapping exercise so that the Land Law can be fully implemented. The challenge, as
mentioned, would be forging paths for participation, not just perfunctory civil society
consultation (RD 4, RD 6, RD 3.a).
5.1.4. Contribution to impacts

Padek, NTFP and Mlup Baitong together operated in 7 provinces, with Nyemo in
Phnom Penh, CEBs more than 10,000 borrowers--together they have reached an
estimated number of 220,0003 people. These people have realized an increase in and
were able to acquire regular income through a variety of sources: shponds, handicraft,
cash crop growing, eco-tourism activities or have gained vocational skills that could
be used to start small business or to seek employment. As a result more of these
beneciaries were able to send their children to schools, their living conditions improved
(houses), have increased their assets (motorcycles, bicycles), and have better access
to clean water by using water lters. In addition, small-scale infrastructure in the
2 We dene Policy Change as it refers only to the modications or legislation of formal and written political, cultural, social or
religious norms that guide the actions of people, organizations and institutions of the state, market, and civil society.
3 The estimate of 220,000 people was based on CEBs 12,000 beneciaries, Nyemos 2,500 beneciaries, PADEKs 197,000+, 33
NTFPs 13,000 beneciaries, Mlup Baitongs 3,500 beneciaries, WACs 6,000 women workers who were assisted in using
separation benets from factories that closed.
Chapter 5
communities improved i.e. small canals, village roads, and dam; or the communities
they live in have better environment by producing and using organic fertilizer and
pesticides and waste management (RD 1, RD2, RD 3.a-d, RD 4, RD 5).
The Womens Media Centers pivotal role in disseminating information (through

broadcasts of farming information where also farmers can ask questions related to
agriculture, for example) provided an essential support for the work of the counterparts
in providing food and income security to their beneciaries. WMCs audience reach can
be estimated at 60% of Cambodians (RD 1, RD 2, RD 3.a).
Novib counterparts (PADEK, NTFP for example) worked in other areas to strengthen
their programs to preserve the gains that were achieved and to try to bring beneciaries
to the level of sustainability. While counterparts may use different terminology than
Novibs strategic change objectives or policy and practice changes, counterparts
vocabulary and concepts include such terms as integrated rural development,
sustainability, among others. For example, disaster management (SCO 3.1) enhanced
income-generating (SCO 1.1) projects to provide more safety net. However, only
PADEK participated in the Disaster Management Program ran by Oxfam GB. Natural
disasters such ood and drought wrecked havoc on the livelihood of people and their
community and by considering the effects of and preparing for these, food and income
security was strengthened. The strategic change objective on Social and Political
Participation (SCO 4) has an important link with food and income security as these
SCOs were mutually interdependent to secure the control, management and ownership
of the factors of production. The work of Novib Counterpart NTFP on Ethnic Minorities
rights (SCO 5) came into the forefront as a link to food and income security, not only for
the benet of the more than half-a-million (650,000) indigenous people but also for the
preservation of the natural wealth of the indigenous lands.
5.2. Employment and working conditions

In Cambodia, the Core Country Program focused recently on the promotion of
employment and (good/decent) working conditions by funding programs of the
Womyns Agenda for Change (WAC) and giving a loan to the Cambodian Entrepreneur
Building Limited (CEB), Novib also provided a small grant for CEB to install its
Management Information System.

Practice Changes
We note many practice changes in the area of labor. The attention given by NGOs,
including WAC, to the manufacturing sector eases the social, economic and nancial
burden of some of the 250,000+ workers, mostly women. These workers were
increasingly being aware of their rights and were beginning to make their unions more
accountable to them (RD 3.a, RD 6).
While the end of the quota for garment manufacturing for Cambodia severely affected
workers specially women workers, NGOs such as WAC has assisted some 6,000 of
the laid-off workers to seek compensation or separation benets. NGOs, including
counterparts of Oxfam Belgium, were working with unions to work more responsibly for
their members rights. NGOs, including WAC, raised awareness of workers to pressure
their unions to represent their concerns and issues to management. We understand
that there has been collaboration between WAC and PADEK, and with Oxfam Australia
to raise awareness on the effects of rural-urban migration to women workers and their
families in rural areas (RD 3.a, RD 5, RD 6).
34
Chapter 5
WAC organized sex workers into a union. The union was strong enough to be able to
confront corporate, NGOs, and government people and stop the anti-HIV drug trials
from being conducted among sex workers (RD 3.a).
Practice Challenges
The challenge for NGOs, including WAC, was to seek and create other mechanisms
when unions were not as responsive as they ought to. Are there other mechanisms
(voluntary and tripartite arbitration?) that could be used as a platform for workers to air
and settle their grievances within the factories? Indeed such a mechanism (voluntary
and tripartite arbitration) existed but placed outside the factory or the company and was
functioning as an NGO (RD 4, RD 5, RD 6). Such a mechanism was too far removed
from the shop oor where problems were encountered and where they must be
addressed.
ILO was engaged with companies in promoting voluntary compliance to laws or

codes of conducts or even programs that would benet their workers. However,
companies seldom give more than what they have to, hence NGOs and workers
pressure continued to be necessary (currently not enough). It was also necessary for
some NGOs to engage business in a more collaborative manner (friendly pressure) to
supplement the confrontational pressure of other NGOs and workers (RD 5, RD 6).
The formal labor sector (hotel and tourist industry, garments manufacturing industry)
may be unionized, weakly at the moment, but at least there was a form of organization
(the union) that could represent workers. In the informal sector (where majority
of Cambodians work) there were only a few examples or models. The challenge
was for more economic-interest groups to unionize or form associations that would
primarily promote their economic and political interestsassociations that can be
called grassroots organizations. The union of sex workers was an example of such
organization and their lobby to stop the drug experiment (of an anti-HIV drug about to go
into human medical trial4) among sex workers an example of what organizations can do.
In the foresee-able future, NGOs must prepare to move into erstwhile rural areas to
deal with workers and companies, as land concessions would be given to agri-business
companies.
Labor Policy, such as the Labor law, was only one of the many policies needed to
create employment in the country. Fiscal policies, taxation policies, trade policies,
ownership laws, registration laws and many others come into play. The existing trade
policies of Cambodia created employment on one hand but it displaced a lot more
people than what the jobs created. The Land Law, recently enacted, prepared the
way for agri-business in Cambodia, which would create employment. However, the
Land Law has many provisions that have negative consequences for the subsistence
agricultural farmers, indigenous people, sherfolks, and others. In this instance, the
challenge for NGOs would be to secure the precarious hold of farmers and indigenous
people on their lands by pro-actively getting their lands mapped as such (as agricultural
area, as indigenous lands, as protected forest area, etc.), and by assisting them to
obtain communal land titles or social concessions, as provided for by that law (RD 2,
RD 3.a, RD 4, RD 5, RD 6).
Micro-Finance
In the area of micro-nance, the most notable practice change was the growing culture
of repayment among the entrepreneurial poor as exemplied by CEB realizing prot
after reaching its break-even point. For the entrepreneurial beneciaries of NGOs,
4 A pharmaceutical company designed a program to test an anti-HIV drug among humans. The idea was to inject sex workers
(who are still HIV negative) with the drug assuming that sex workers will not be able to engage in safe sex all the time will be in 35
contact with HIV positive clientsif the drug is effective then these sex workers will not be able to contract the disease at all.
Chapter 5
micro-nance was a logical progression from the initial income generating activities into
sustainable livelihood.
The practice challenge seemed to be to increase access to micro-nance to dovetail

or follow closely the work of NGOs, including PADEK, NTFP, Nyemo, and other
counterparts, who were paving the road for beneciaries to gain skills and condence in
generating income. CEB, or others like it, must upscale their operations, driving interest
rates down, making capital for income generating businesses be more accessible to the
entrepreneurial poor. Since CEB was (is) owned by NGOs, its service must be more
accessible to a wider geographic area (RD 3.a).
In the same token, as CEB isowned by NGOs, CEB can consider other NGOs as its
natural investors and NGOs can consider investing parts of their reserved funds or
savings into CEB, or other MFIs like it.
The other end of the challenge would be for NGOs like PADEK, Nyemo, Mlup Baitong,
and NTFP to graduate individual beneciaries into individual entrepreneurs, or to
organize cooperatives and graduate them from receiving grants or soft-loans into
accessing market loans.

Labor
In the area of labor no policy change (no amendments) in the labor law have been
made, and that there has been vigilant guarding of the existing policies to be kept.
The challenge for NGOs in this area was to ensure that new laws or amendments to the
existing labor laws will not discriminate against people with HIV, against homosexuals,
against indigenous people from getting access to employment; or that new laws or
amendments to existing laws will not declare prostitution illegal (RD 1, RD 3.a, RD 6).
Micro-nance
Again we can say that there has been no need for policy changes in the micro-nance
industry as existing policies were already attuned to global standards of an established
industry such as the micro-nance.

Creation of employment: taking into consideration all the counterparts (as we know
them) we were able to ascertain that at least 28,000 jobs were created, beneting
their families of 6 members each for a total of 200,000 (roughly) people. We base
this estimate based on the 10,000 to 12,000 micro-nance clients of CEB, some of
the 6,000 laid-off workers who were assisted by WAC to seek separation pay after
their companies closed who were encouraged to use their separation pay to engage
in income-generating projects, some of the 2,500 beneciaries of Nyemo who were
either employed in the various income-generating endeavors of Nyemo or who since
acquiring the skills from Nyemo have since moved to engage in their own income-
generating activities, at least 10,000 heads of households who form the nucleus of
PADEKs total beneciaries, and at least some of NTFPs beneciaries.
It was harder to estimate how many companies have provided good/decent working
conditions since WAC worked indirectly with the companies, but rather through women
workers who were encouraged to demand for better working conditions through the
unions.
36
Chapter 5
Links with other SCOs

Rural-urban migration was an important linkage with NGOs working in both urban
and rural sectors. There existed current linkage of Novib counterparts such as WAC
and PADEK or with Oxfam Australia in the area of education or awareness-raising
(or with WAC and PADEK income-generating projects for the laid-off workers). These
linkages could still be expanded to other areas, and to evolve more forms in addition to
exchange of information or visits. Measures for economic sustainability must be tested,
or those that were already tested, replicated and expanded.
5.3. Health

In Cambodia, the Core Country Program focused on the promotion of the right to basic
service, specically to health services, by funding programs of NYEMO. In addition
many other counterparts also deal with HIV/AIDS (awareness and prevention) such as
Womens Media Center (WMC), Womyns Agenda for Change (WAC), PADEK, among
others.

The NGOs working in health in Cambodia were fairly well organized, and their services
and programs were coordinated with the ministry of health. The Ministry of Health
recognized the value of contribution of NGOs in the area of health. The Ministry
together with international donors and in consultation with NGOs would focus on
maternal and child healthcare, targeting to reduce the mortality rates of infants and
women at childbirth. This was in recognition that the work on HIV/AIDS awareness/
prevention has proven to be successful with the recent statistics that the decreased rate
of new HIV infections (this did not mean that the focus on HIV/AIDS will stop) by the
National Aids Authority (NAA), the Ministry of Women Affairs (MoWA) together with the
efforts of NGOs, including Novibs counterparts (RD 2, RD 3.a, RD 4, RD 6).
Such clear cooperation from the Ministry of Health was a practice change that can be
attributed collectively to NGOs working in health and the international donor community
(both multilateral and bilateral donors) who bear on the government to enact the law
on HIV/AIDS and to provide as much basic health services as possible. The donor
community has also pressured the government to increase its budget to health, and the
government has indeed increased its budget for health by tapping into its equity fund
(RD 4).
WMC has contributed signicantly to raising awareness on HIV/AIDS and has

contributed to the decrease of new infection HIV rates in Cambodia resulting to
behavior change, especially among sex workers to practice safe sex by using condoms.
Practice Challenges:
Even given the cooperation and open communication between NGOs, the government,
the international donor community, the fact remained that the provision of basic health
services was still inadequate.
The Ministry of Health has adopted a program (with USAID, Japanese funds, among
other donors) that would rehabilitate the health centers at the lowest possible level.
But buildings and token medical personnel would not truly rehabilitate or energize the
health centers (RD 4).
The challenge was how to use the health centers to maximize and coordinate
37
Chapter 5
operations among NGOs and the government agencies. In addition, the challenge was
encouraging people to use the health centers as a base for community based health
care, promoting tradition medicine as a sustainable and practical way of providing for
basic health needs, educating people on basic health issues such as nutrition and
parasitic diseases, training more health care workers (barefoot doctors as they were
sometimes called).
Parts of this model already existed--midwives were being trained and given the
necessary kits or equipments to deliver babies--in different areas, the challenge was to
integrate them into a program that can be replicated in communities (Padeks commune
midwives committees and commune health agents committees, and Nyemos
counseling and drop-in center for vulnerable women, for example) (RD 1, RD 3.a).
While working with the government in close collaboration, there was also the corollary
challenge of advocating the government to provide quality basic services, and of
monitoring the progress of the ministry in providing basic health services to poor
communities. This would mean putting more pressure on the ministry to provide these
basic health services, and would mean concerted effort between local civil society and
the international donor community (Restitution Workshop, Counterparts).
Another challenge was for NGOs to tap other sources for funds or to integrate various
health services into existing structures or institutions. Corporations were an untapped
source of resources (funds, resources, technical expertise)--corporations were
known to be open to supporting health issues. Corporations could start with their own
employees, could expand to the communities around their companies or factories, and
may even extend to more remote areas. To ease the burden off NGOs, donors and the
government, tapping corporations and other resource-rich/plenty organizations was a
practice challenge.

In 2002, the government passed the HIV/AIDS law, among others stipulating a non-
discrimination policy against people with HIV/AIDS within society in general and within
workplaces in particular. There were no new policy change advocated in this SCO that
can be linked to the particular efforts of Novib counterparts.

Some results were achieved as health services were provided by counterparts either
because it was within their mandate to provide basic health services (NYEMO for
example) or because it was natural consequence of their work (PADEK for example).
We could not provide the exact number of clients that have been provided access to
basic health services, and we could not provide quality assessment of whether those
clients have in the long run gained better health.
At the level of contributing to the awareness and prevention of HIV/AIDS where some
amount of Novib nancing has been directed, then we can say that the counterparts of
Novib did contribute in a signicant way to raising awareness on HIV/AIDS prevention
especially with the Womens Media Centers (WMC) various activities. The Womens
Media Center has been successful in tapping Mobitel (a telecommunications company)
to provide resources to its call-in center.
Links with other SCOs:

The lack of sustainable livelihood for the people was the major reason why they
were dependent on government and non-government assistance when sick. The
38
Chapter 5
counterparts knew this and were providing for health services or were facilitating
access to health services when they work primarily for livelihood or the counterparts
working on health were providing for access to livelihood or income generating projects.
Education or awareness was also a major link of why people suffer needlessly from
preventable diseases. Informal education and/or adult education were important links
to the promotion of this aim. Counterparts have experience in providing informal and/or
adult education such as Mlup Baitong and PADEK and have found that these education
sessions enhance the life of the families and the communities where they live (RD 1,
RD 3.a & b).
It was obvious that counterparts were consciously pursuing an integrative approach to

their work and we noted this as an indication of the maturity of Novib counterparts in
development work.
Novibs special interest in this SCO:

Novib was interested to know if the choices to improve the quality instead of
increasing the quantity of basic social services, and if basic social services that were
provided to primarily focus on peripheral areas, were justied.
Novib was interested to know if there was need to mainstream HIV/AIDS better at the
organizational level; and if so, how.
In the area of health, the work of Nyemo has demonstrated a model for empowering
poor and vulnerable women by providing vocational training and actual livelihood
opportunities to practice those skills, as well as by providing or assisting them to
acquire health care, women who were in poor health can have the skills and the
access to generate income for themselves and their families. The Ministry of Womens
Affairs, Veterans and Youth Rehabilitation has recognized the value of such a center
and has built one. We believe that the work of Nyemo was not peripheral in the sense
that they have developed a model that has quality and that Nyemo has also lobbied or
advocated, and has succeeded, for government to mainstream its work.
We think that a country program should always aim for quality and quantitytwin
goals that could be attainable as exemplied by the work of Nyemo (as well as other
counterparts in other SCOs such as ADHOC, PADEK, others). This was not to say
that the work was complete in that there were still only a few of these centers (and only
in Phnom Penh) that could cater to the high demand of the many poor and vulnerable
women, but up-scaling would another level of work that should follow the model building
that has been done. In this instance, upscaling can either be Nyemo building and
running the centers themselves or together with the Ministry (or other agencies) who
can help defray costs and management responsibilities.
In the area of mainstreaming HIV/AIDS awareness, we agree that there was a need
for all counterparts to adopt a policy on HIV/AIDS. Such a policy must incorporate
regular training of employees and staff on HIV/AIDS; spell out clearly the organizations
position in terms non-discrimination against HIV positive applicants in its hiring and
promotion; provide health insurances for its staff who are HIV positive; perhaps regular
distribution of condoms to its employees; incorporate an HIV awareness and prevention
in the organizations programs for beneciaries. We suggest that Novib would require
counterparts written policy on HIV/AIDS in addition to formal policy write-ups of other
organizational and management regulations; and if these were written to update them
on a regular basis (by rening the policies and/or by discussing anew with the general
39
Chapter 5
staff and management and/or by orienting new employees on these policies).

To mainstream HIV/AIDS awareness and prevention, it should not just be counterparts
who must adopt such an organizational policy, but all NGOs, to the extent possible.
This would mean that networks must also adopt such a policy, commit to designing and
implementing HIV/AIDS awareness and prevention programs.
In addition to mainstream HIV/AIDS awareness and prevention but companies as well.

Companies must adopt corporate policies on HIV/AIDS awareness and prevention
programs for its employees and factory workers.
5.4. Education

In Cambodia, the Core Country Program focused on the promotion of mental health
care education by funding programs of the Cambokids. However many counterparts
also conduct adult literacy programs for their beneciaries: NTFP and Mlup Baitong for
example.

In the education sector, as in the health sector, government realized the important role
that NGOs have in helping the government fulll its job. The Ministry of Education was
cooperative with NGOs and coordinated activities with them in joint planning and also
consulted them in policy making. This was a practice change that we can say was a
contribution of NGOs in general.
In particular, Cambokids contribution to practice change was being able to convince

the government ofcials that there was a need to address mental health problems of
children. It was documented that some 70% of Cambodians were still suffering from
mental sickness due to the trauma they saw/experienced during the war, and either
school-age children have directly experienced the trauma or were still suffering the
effects of mental sickness of their parents or care-takers or adults around them.
The practice change or more specically attitude change of people was that they
realized the value of education hence, more people, including indigenous groups, sent
their children to school and more children did go to schools.
Counterparts such as Mlup Baitong and NTFP provide informal/adult/literacy education

especially for women. This was an important function that redresses the situation of
poor, vulnerable women. How can adult education or literacy programs be made more
accessible in particular to women in Cambodia? Can government (in particular the
Ministry of Womens Affairs, Veterans and Youth Rehabilitation) be made to adopt a
widespread literacy program?

Recently, the government has passed a new policy that provide for children to start
primary school free of charge and for children to reach at least the ninth grade.
Secondary schools were to be provided by government in all Communes to achieve
above policy. We cannot say specically how counterparts have contributed to the
legislation of this law.
The policy challenge was that not enough funds were budgeted to implement an
education-for-all policy.
40
Chapter 5
Mental health care education:

Recently, government has agreed to incorporate the mental health care into the
curriculum for primary education in high school and early childhood education
program. This policy change can be directly linked to the contribution of Cambokids in
demonstrating a workable program to address mental health care needs of children that
have suffered trauma in one way or the other. Cambokids has also successfully lobbied
for the incorporation of this program into the school curriculum.
The policy challenge was for the ministry to fund the necessary education materials and
teachers trainings for successful implementation.

Novib has indeed achieved what it set out to do in focusing to contribute to the
improvement of the quality of education through the support to Cambokids whose
work on mental health education has been accepted by the Ministry of Education to be
incorporated in the curriculum for primary education in high school and early childhood
education. Other Oxfams, like Oxfam Australia have also actively contributed to making
primary education accessible to the remotest provinces by building schools, leveraging
support from the Ministry of Education for teachers salaries, among others. In addition,
other NGOs and some counterparts like Mlup Baitong, have focused on making adult
literacy programs more accessible to people especially to women.
Links with other SCOs:

The link between sustainable livelihood and education was clear and direct in the
context of Cambodia. The lack of jobs or access to income or a means of livelihood
deterred families from attending to the education needs of their children. This problem
was exacerbated when natural disasters occur and/or human rights abuses or land
grabbing occurs.
While we see that some of Novib counterparts were linking or integrating more and
more SCOs (no matter the term or concept used) in their own work which was
important and noteworthywe wish to point out the need for counterparts and Novib
for careful consideration of their strategy in achieving development with linking SCOs
in mind. The key question would be to ask how deep or far is the absorptive capacity of
each counterpartup to how many SCOs can each work on effectively and efciently?
And if its aborptive capacity is reached without being able to integrate into its own work
all the SCOs, what can be done?
5.5. Emergency Aid

In Cambodia, Novib directed its support for natural disaster mitigation and emergency
preparedness and management to the Joint Oxfams Disaster Management Program.
One Novib counterpart, Padek participated in the program in the province of Prey Veng.

Oxfam International partners, including Novib counterpart PADEK, were integrating
disaster management and preparedness concepts into their community development
workclearly enhancing the sustainability of their livelihood programs (RD 1, RD 2).
41
Chapter 5
Practice Challenge:
The challenge for the Oxfam DM program was to provide orientation and training
for other Novib counterparts, not just PADEK, in relation to disaster preparedness
and management. Novib counterparts would need to develop a policy on disaster
and emergency preparedness and management that would be realistic for their
organizations. In addition to policy on the organizational level, they would also need to
think about how to incorporate disaster and emergency preparedness and management
for their own programs. There would be need for training combined with a short
consultancy job (provided by the Oxfam DM) for counterparts to customize disaster
preparedness and management into their current programs. Such a combination of
training and consultancy may be an efcient and effective way for counterparts to
incorporate DM given their own unique programs and circumstances.
The role of corporations was unclear in relation to disaster preparedness and

management and would therefore need to be claried, and corporations convinced that
it would in their interest to support disaster preparedness and management.
The link between the disaster management program of the Oxfams with government
agencies must be dened (if this has not been done yet) to ensure that efforts were
maximized. We have not been able to ascertain the relationship of the network HANet
with Padek or if the network an effective vehicle for coordination of efforts in regards to
disaster and emergency preparedness and management.
5.5.3. Contribution to policy change:

None. The RGC is open and cooperative with NGOs, international donors, and other
ASEAN networks on disaster preparedness (RD 1, RD 2).
Policy Challenge:
The policy challenge was to enact pending laws or decrees that address the protection
and management of existing natural resources such as the Forestry law and the sub-
decrees on the Fishery Law (RD 1, RD 2, Restitution Workshop).
In addition to securing the protection and management of natural resources, it might be

worth looking into building codes that would have consequences for urbanized areas
when disaster strikes.
The existence and details of policies and procedures adopted by the NCDM and by
HANet to coordinate relief and rescue efforts, including if roles by different sectors
were clear, were not apparent to us and may not have been mentioned in any of the
data-gathering forums as well as by the documents we have studied. If coordination
policies and procedures were clear and written, then they must be disseminated. Novib
counterparts would need to integrate disaster management concepts into their own
operations, so that when disaster or emergency (natural or human-made) occurs,
procedures (communication, evacuation, etc) that must be followed would be clear to
all staff. We did not nd nor did we really look for disaster management policies and
procedures from counterparts we visited.

Novib contributed 40% of the total funding managed by OGB on disaster preparedness
and management program to promote community based responses. OGB works with
PADEK (1 of 8 key partners of the program) in Prey Veng province (1 of 8 provinces).
The program has so far beneted 10,000 families by training and capacity building
programs in the different provinces and in the construction of wells, water harvesting
42
Chapter 5
structure and deep tube wells, raised hand pumps, community and family boats,
womens boats, and ood proof housing. The DM program was very recent and has just
completed its pilot phase with much lessons learned (RD 1, RD 2).

Documents of Oxfam GB on disaster management were silent on human-made
emergency. In the current and immediate future context of Cambodiahuman-made
emergency might be worth looking into. Seen in this light, disaster management
could be seen as an over-arching concern of Novib as disaster preparedness and
management can encompass human-rights and peace-building organizations in
addition to the other counterparts working on health, education, women and minorities,
and not just development organizations such as PADEK.
Currently in the pilot program of disaster management such link did not yet exist but
now might be an opportune time to incorporate such as an aspect (in addition to the
other lessons learnedincreased training, more focus on gender) that the disaster
management program was in its planning stage for the next phase.
5.6. Conict prevention and peace building

In general, efforts to achieve the strategic change objective of conict prevention and
peace building encompassed the support of Novib to all its counterparts. In particular,
the programs of the Center for Peace and Democracy (CPD) for peace building and
conict prevention capacity building, and recently the initiative of COPCEL to conduct
dialogues with elected ofcials for transparency and governance. The work of ADHOC
on promoting and raising awareness on human rights and in taking action (such as
investigating the cases, bringing cases to court, arranging for legal aid) contributed
signicantly to building peace and preventing widespread conict. COMFRELs strong
presence in electoral processes contributed signicantly to the promotion of peace and
order in democratic exercises of elections. The counterpart Non-Timber Forest Product
(NTFP) advocated for the rights of the minorities in Cambodia. Womyns Agenda for
Change (WAC) worked in the labor sector to promote labor rights. Legal Aid Cambodia
(LAC) provided the necessary legal aid to pursue cases against human rights
violations. CPD, COPCEL, ADHOC, COMFREL, NTFP, WAC and LAC together formed
Novibs front line response to conict prevention, human rights promotion and peace
building. On the long-term structural prevention of conict and long-term peace building,
the rest of Novibs counterparts (PADEK, MLUP BAITONG, NYEMO, CAMBOKIDS,
WMC, CEB) provided the services that would meet the basic socio-economic needs of
Cambodians.

The practice changes as enumerated for SCO 4 (social and political participation) as
well as those on SCO 1 (sustainable livelihood) would apply here.
Practice Challenge:
Peace building would be a constant exercise and appropriate skills and attitudes
must accompany civil society including all Novib counterparts. Peace building, conict
management and negotiation skills training must be incorporated into specic programs
so that skills can be practiced and used. To compliment the general skills training
on peace building and conict management, there might be need for specialized
courses (that include negotiation skills and diplomacy skills) that can be integrated into
programs that address different issues such as land disputes, human rights abuses.
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Chapter 5
Another practice challenge would for civil society to forge more varied diplomatic
channels for peace building and conict management. We learned that Novib
counterparts (ADHOC, WAC, CPD/CDRIamong others) have developed some
diplomatic channels to different government ofcials, but we thought that (and it
has been suggested in one Focused Group Discussion) that more were needed. A
recommendation was to develop channels with the different political parties. (RD 3.a,
RD 6)

None
Policy Challenge:
All the policy challenges that were mentioned in this document when legislated would
contribute to conict prevention and peace building.

At least 400 people from government agencies, civil society, and academic institutions
learned skills and developed attitudes for peace building and conict resolution. There
was also a network of trained peace builders that has emerged from the trainings.

We thought that Novib should develop better delineation between SCO 4 and SCO 3.2
and more specic strategic change objectives be crafted.
5.7. Social and political participation

In Cambodia, the Core Country Program focused on the promotion social and political
participation by funding programs of the Cambodian Human Rights and Development
Association (ADHOC), Legal Aid Cambodia (LAC), Committee for Free and Fair
Elections in Cambodia (COMFREL), and to a certain extent the work of the Center
for Peace and Democracy (CPD) of the Cambodia Development Resource Institute
(CDRI), the work of the Non-Timber Forest Product (NTFP) counterpart and Womyns
Agenda for Change (WAC). We must also consider the participation of Novibs
development oriented counterpart, PADEK, at the commune level.

The law to control small arms and light armament was enacted, and there has been
fairly successful demobilization of loose arms. The law may have been passed because
of pressure from the international community (UN for example), but the implementation
of the law could not have been as successful without on-the-ground pressure of NGOs
such as those of Novibs counterparts (RD 2, RD 3.a, RD 6).
In policy formulation, the government has learned to consult, sometimes in a token way
with civil society, still, this was a visible change that Novib and OI counterparts have
contributed to (RD 2, RD 3.a, RD 6).
There was evidence in the success of Novibs counterparts (together with other Human
Rights NGOs) at the commune, district and provincial levels in promoting awareness
of human rightsamong the people, and among local authorities (RD 1, RD2, RD
3.a to 3.d, RD 4, RD 5, RD 6). The presence of a big human rights organization like
ADHOC in the provinces was a signicant key success factor for the practices changes
that can be seen at commune and provincial levels. The associations or linkages of
44
Chapter 5
ADHOC, to legal aid, to other human rights organizationspresented a counterforce

to human rights abusers and a caution to the authorities. The awareness raising and
capability building that was the collective effort of NGOs in the area was another
key success factor to the increasing social and political participation of the pooras
evidenced by an increase in complaint cases, especially by women; as evidenced by
the increasing number of people who dare to speak, to voice out their criticisms against
local authorities, against elected ofcials. The active presence of human rights NGOs
in the provinces pressured the authorities (police, courts) to perform their jobs if not to
perform them better (RD 1, RD2, RD 3.a to 3.d, RD 4, RD 5, RD 6).
New way of doing things at the commune level: The elected local ofcials at the
commune level have learned to accept their changing roles and responsibilities. While
before they were only expected to patrol their villages, today they were responsible for
conict and dispute resolution, for planning and implementation of small infrastructure
projects. This practice change happened because of NGOs (both human rights NGOs
and development NGOs) raising awareness and because of people demanding that
elected ofcials respond to their needs (RD 1, RD2, RD 3.a to 3.d, RD 4, RD 5, RD 6).
Vigorous work with parliamentarians at national level from various counterparts and
other NGOs offered a potentially good way to promote social and political participation
and other legislations (labor rights, land rights, etc.) (RD 3.a, RD 4, RD 6).
Practice Challenges:
With the issuing of the administrative order restricting movement and activities of
local ofcials at the commune level, the challenge would be how to operate within a
narrowing democratic space (RD 1, RD2, RD 3.a to 3.d, RD 4, RD 5, RD 6).
To continue the work with government ofcials, parliamentarians, political parties to

inform them of the situation at the ground level and to present researches and data that
could inuence their decisions (RD 4).

Election policies have been amended and elections were better organized (voters
registration, monitors/observers)policy changes that we clearly see came into fore
with the combined efforts of civil society in Cambodia, with Novibs counterparts
(COMFREL, ADHOC, CDRI, among others) contributing signicantly to this change.
Policy Challenges
The international community including the international donors community could
check (but not curb) the increasingly repressive political leadership in Cambodia. The
challenge continued for both Cambodia civil society and the international community to
heighten the pressure for more accountability. Some policies were still in the process of
being passed (the Anti-Corruption Law, for instance) despite the strong lobby from the
international donors community. Again, the challenge would be for stronger pressure to
be applied within and without the country (RD 1, RD 2, RD 3.a, RD 4, RD 5, RD 6).
In Cambodia, in general there has been modest improvement to promote social and
political participation. Some laws remained faulty or contained elements that did not
promote social and political participation, some laws unclear and some laws were not
45
Chapter 5
enforced. The judiciary system needed a lot of improvement and while in the process
of being reformed, seeking justice in Cambodia, especially for the poor, will continue to
be a slow and frustrating process (RD 1, RD 2, RD 3.a, RD 4, RD 5, RD 6).
To truly participate in policy formulation, there would be need for NGOs to be involved
at the earliest possible moment, however, NGOs could not readily get access to laws
being drafted, and when NGOs were given drafts to comment on, they were given very
short notice to do so (RD 3.a, RD 5, RD 6).
A way must be found so that government would be more transparent in the laws being
drafted: a transparency law may be needed or access to information law (RD 3.a, RD 6).

At the commune, provincial and district levels, the work of Novibs counterparts
contributed to:
A signicant number of participants attending public forums and participation
during open forums, discussions.
People at the commune and provincial having access to legal aid, to lawyers.
People feeling freer to join other political parties apart from the ruling party.
Building condence in the people for democratic processes, for redress of
grievances (RD 1, RD2, RD 3.a to 3.d, RD 4, RD 5, RD 6).
At the national level, the work of Novibs counterparts was more difcult to quantify
and qualify. However without the big human rights organizations, including ADHOC,
COMFREL, and, LAC; without the work of CDRI (researches and policy dialogues, the
program COPCEL, etc.); without the contributions of NTFP, and other counterparts, the
social and political participation in Cambodia would have been worse.

The promotion of social and political participation required tremendous amount of
support if we wish to guard the gains that have been achieved. Without access to
nancial assistance, without guidance towards economic independence, the poor will
always be vulnerable to human rights abuses. ADHOC provided economic assistance
to some of its beneciaries and was actively linking and networking with development
NGOs (not yet with other Novib counterparts) to refer victims of human rights abuses
for economic and nancial assistance.
Novibs special interest in this SCO:

Novib was interested to know the overall impact of Novib funded counterparts on
the improvement of poor peoples lives during the past 5 years
The provision of legal aid and reform of the judicial system remain important
issues for Cambodia. Novib is interested to know if Novib lled this niche in an
effective manner.
As far as impact of human rights counterparts in improving of poor peoples lives during
the past 5 years was concerned, we can only make a tentative maybe depending on
the indicators that Novibs wishes to adopt to measure impact. If one set of criteria to
be used would be the visible awareness of people of their rights, and demonstrated
ability to speak their minds, articulate the misdeeds done to them, have the courage to
le complaints and demand for redressthen for the beneciaries of the counterparts
these were evidence that partial impact was achieved. The beneciaries reached by
development-oriented counterparts (as part of the wider array of service providers in
these areasboth governmental, quasi-government, other NGOs) have contributed in
46
Chapter 5
improving the lives of families.
As far as the provision of legal aid and judicial reform was concerned, indeed, Novib
lled this niche in a most signicant way. Legal aid, however, must be made more
accessible to the areas where other Novib counterparts work.
5.8. Identity

In Cambodia, the Core Country Program focused on the Right to an Identity by
supporting the programs of 12 counterparts. The bias for women empowerment and the
recognition and inclusion of ethnic minorities in mainstream Cambodia was evident in
the work of the counterparts.

WMCs radio and TV programs that cover a wide array of women issues (such as
womens rights, health, HIV/AIDs, decentralization, among others) has contributed to
the vibrant and positive changes in men and womens attitudes and behaviors towards
gender equality. The work of the rest of Novibs counterparts (including the rest of
NGOs promoting gender equity) and WMCs work were mutually reinforcing.
Practice Challenge
From our discussions with different stakeholders it seemed that a practice challenge for
civil society organizations, including Novibs counterparts, would be raising awareness
and providing proper orientation to different sectors of society to better appreciate the
Anti-Domestic Violence Law. In Cambodian culture domestic life would be private
domain and there seemed to be some fear that the Anti-Domestic Violence encroached
too deeply into private domains as well as fear that the law can be misused to disrupt
family life and traditional gender roles. A reasonable interpretation of the law and its
incorporation into traditional family roles and life would be needed.

The National Assembly has passed the Domestic Violence Law and now being
implementedwe can say that the international donor community (including the
Oxfams), Cambodia civil society (including current Novib counterparts), government
agencies and personalities have contributed to passing this law.
Policy Challenge
The Anti-Trafcking law has been drafted but has to be legislated.

WMCs radio coverage that can reach 11 provinces and an additional 8 provinces with
its mobile unit has greatly contributed to encourage women to vote, participate in the
community decision making processes, involve in development activities and others.
The rest of Novibs counterparts have incorporated gender equity and inclusiveness
into their programs.

As a cross cutting theme, gender equity has been regularly and consistently linked with
other SCOs by Novibs counterparts.
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Chapter 6
6. Assessment of Novibs
contribution to the results
achieved
6.1. Importance of Novibs support to the counterparts
programs
Direct contribution
Novibs direct contribution (that included rst and foremost institutional support) to the
counterparts allowed them to contribute to the achievement of the strategic change
objectives within their areas of coverage. Novibs direct contribution of nancing
operations was an indispensable contribution to the ability of counterparts to fulll their
missions in various areasat the moment Novib provided up to 80% of its counterparts
funding. Novib counterparts can, and did, leverage the signicant support from Novib
to acquire additional support from other funding agencies. In addition, a good nancial
base allowed counterparts to develop workable models in Cambodia. The next
challenge of would be to replicate these models, to reach a scale where more impact
could be realized.
In the area of micro-nance, the nancing intervention of a loan to ACLEDA (loan has
been paid off and ACLEDA now a bank), to CEB was the most and only appropriate
form of intervention for these organizations to transform themselves into MFIs. To see
a more pronounced link between micro-nance services and the income-generating/
self-help initiatives of other counterparts would be the next step to explore and take.
Graduating CEB off the counterpart list would be an essential step, but that Novib and
counterparts study what stakes they have in a growing micro-nance industry, and
specically what stakes Novib and counterparts have in investing in CEB, or eventually,
others like it, to be truly, a bank of and for the poor.
Organizational Development/institution building

Novibs signicant nancial support for the operations of counterparts as well for
institution building was a strategic position to adopt in that it allowed counterparts to
mature, develop effective models, and provided leverage so that counterparts can
garner more support from other funding agencies.
There was steady growth or maturity of Novibs counterparts for the past ve years,
the capacity to conceptualize, design, implement and monitor, and evaluate programs
improved. The management of the organizations of Novibs counterparts was in general
colored/tempered/ by prudence and honesty. Novib has greatly contributed to this
growth through its advices programmatically, technically and nancially (RD 3.a).
Financial sustainability of counterparts

As of the moment, most of Novibs counterparts are still nancially dependent on
Novibs support receiving up to 80% of their funds from one major source. Even if
there is a three-year funding cycle (such as the Novibs mechanism) this would not
be adequate to ensure the sustainability of programs and the organization itself. Each
counterpart has to provide for the three kinds of organizational funds needed for (1)
Operational/Program Costs5; (2) Reserve or Bridge nancing funds6; (3) Unrestricted/
Capital/Endowment7.
Each organization would have to determine the amount as well as the most appropriate
resource mobilization/fund raising strategies. In general, however, human rights
5 Fullls programmatic mission of Organization

48 6 Fills in temporary uctuations in funding
7 Fullls mission of Organization when external funding dries up
Chapter 6
organizations must be treated or viewed different from development organizations.

From the evaluation experience in Cambodia, it must be emphasized that human rights
organizations such as ADHOC would be strengthened with an endowment fund built purely
from grants from independent sources. Development organizations should of course
receive grants from independent sources but they would have the exibility to supplement
grants from income earned (which the human rights organizations should not do).
As far as funding practice was concerned, we have noted the signicance of

institutional support that Novib provided to their counterparts. Novib have not, however,
provided for Reserve Funds or Endowment. Since granting endowment was not
part of Novibs funding windows, perhaps, there would be other ways of supporting
counterparts build such endowments.
We can categorically state that without Novibs singular and substantial nancial
support, the contributions of counterparts to the promotion of social and political
participation would have been tremendously weakened. Novibs funding provided
a solid base from which counterparts can operate without compromise and without
casting any doubt on their motives.
Indirect contribution
The campaign and lobby on the Mekong River Basin Initiative on the regional level
raised the prole of Cambodia in the region as well as succeeding in pressuring
authorities to listen to the concerns of the small sherfolks (RD 5).
The clean-clothes campaign that Novib has engaged in in the Netherlands cannot be
discounted as non-bearing for Cambodia (even if tracing the direct link or contribution
of those was difcult), consumer-movements around the world were a powerful factor
in pressuring companies to take more care in their operations located in developing
countries.
It difcult to trace the effect or contribution of Novibs lobby efforts on guns control--but
again, the international communitys pressure on the Cambodian government proved to
be an effective mechanism to promote social and political participation (RD 2, RD 3.a).
6.2. Inuence of Novibs policies and management practices on the

counterparts programs
The inuence of Novibs policies and management practices on the counterparts
programs as well as the counterparts organization is deep. Counterparts are conscious
of Novibs policies on gender for example and are aware of the need to incorporate
gender into their own programs and organization. They are also aware of Novibs new
management practice of reporting results per policy and practice changes (and not
activities or results alone) and the need of learning to make reports as such (RD 3.a).
6.3. Program synergies at CCP level

Conceptually we can say that combining old & steady and small & experimental
counterparts was an interesting and perhaps creative way to trigger synergy. However,
operationally, we have not seen signicant collaboration on the ground that would
enhance the work of both the old and the experimental. On the larger panorama (on
the country level) we also cannot see the maximum benet of such a combination of
the old and the experimental as each counterpart tended to work independent of other
counterparts, but there have been some attempts to work together bilaterally (PADEK
and WMC for television programs and joint programs on the MDGs, PADEK and WAC
for the self-help group concept among garment workers, ADHOC and COMFREL,
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Chapter 6
ADHOC and LAC, Nyemo and WAC) or among the human rights groups such ADHOC-
LAC-COMFREL as they are all part of the Cambodia HR Action, CHRAC, Cambodias
main lobby and advocacy network. The potential to work together extensively on a
bi-lateral basis (Nyemo taking care of Human Rights victims together with ADHOC, or
that NYEMO could learn or benet from management expertise of PADEK or of how
WMC was able to convince Mobitel to support its programs) or work together as groups
(such as the development oriented counterparts within the areas of the human rights
counterparts) and enhance each others work was, however, evident.
6.4. Quality of the partnership

The partnership between Novib and its counterparts in Cambodia was characterized in
signicant measures by respect and a healthy valuing of the relationship. Novibs roles
went beyond providing grants but moral support when and where it was needed (RD
3a.)
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Chapter 7
7. Overall analysis
7.1. Role of context factors
There are many external and internal--natural and human madefactors that impinge
on development in Cambodia. The overview provided on the country situation details
some of these factors, and specically the sector situation per SCO describes more.
There are some overwhelming context factors that slowed development in Cambodia,
foremost is the Land Law enacted in 2001 and its implementation. The consequences
of the implementation contributed to more displacement of farmers and their families
from much needed farm lands, and the impoverishment that follows.
7.2. Role of other development actors

Other development actors in Cambodia include multilateral organizations, bilateral
organizations and other International NGOs implementing their own programs and/or
providing grants to local NGOs. Together they contribute to the vibrancy of civil society
in Cambodia and apply collective pressure to the government for good governance,
including respecting human rights, civil liberties, strive for transparency, provide basic
social services, among others.
7.3. Capacities of counterparts

Padek, one of the leading NGOs in community-based development in the rural areas
of Cambodia, was (is) a solid and reliable organization. NTFP was the rst lead NGO
in community forestry in Cambodia and has successfully led major policy changes for
the benet of ethnic minorities. Mlup Baitongs model on energizing communities for
the environment in rural areas was replicable and well received. Nyemo has created
models of providing safety net (counseling, health care, nancial assistance, income
generating opportunities and skills) for people with HIV/AIDS and their orphans, as
well as other vulnerable groups of people in urban areas. WMCs mass media reach
for urban and rural areas was (is) a brilliant choice for Novib as this has achieved the
dual objective of raising awareness on HIV/AIDS prevention and also on raising the
prole of women in the country. In addition WMC has successfully tapped Mobitel (a
leading telecommunications company in Cambodia) to support its phone-in service.
WACs innovation in the area of organizing the sex workers has also demonstrated that
a strong grassroots organization can be effective in taking action on matters that most
affect them. CEB, with Novibs loan and small grant, was able to reach break-even
point and has been able to surpass that point to start earning income from its micro-
nance operations. Cambokids was able to incorporate mental health into the primary
education in high school and early childhood education program to indeed raise the
quality of education. CDRI continued to ll an important niche through its researches
and its peace building programs such as CPD and COPCEL. ADHOC and COMFRELs
strong presence in Cambodia contributed and continued to contribute signicantly to
the promotion of social and political participation. LACs legal services were (are) of
primary necessity.
Quantity and quality of the work of Novibs counterparts

Good quality models that demonstrated effectiveness were evident in the results that
had been achieved by Novibs counterparts.
In addition model replication/mainstreaming of models in different government

services/ agencies/ministries through successful lobbying were numerous such as
the Nyemo model recognized and replicated by the Ministry of Social Affairs, Veterans
and Youth Rehabilitation; the incorporation of mental health into the curriculum for
51
Chapter 7
primary education in high school and early childhood education; Mlup Baitongs
environmental education program has also been recognized by the Ministry of
Education.
Quantity of reach can be seen in the work of WMC, ADHOC and COMFREL. The
alignment of programs with the Oxfams in Cambodia was a way of widening the reach
of Novib.
Improving Novibs strategic position in Cambodia

Efciency of counterparts. An attempt was made to obtain data from counterparts to
assess efciency by using various efciency ratios such as (a) overhead to program
expenses; (b) total portfolio to beneciaries; (c) total portfolio to staff (See Data
Gathering Instrument for Counterparts, Annex 2). Five (5) counterparts (LAC, Nyemo,
Padek, Mlup Baitong, and WMC) submitted data but were not uniform and were not
comprehensive hence we cannot determine trends for (a) and (b). For ratio (c), the
staff of these counterparts can absorb or handle around US$11,000 worth of projects
per year. Novibs strategic position in Cambodia will be strengthened if counterparts will
be encouraged to track organizational efciency as basis for improving operations such
that staff will be able to handle more over time, therefore they become more efcient
given acquired or cumulative experience.
Gathering Impact Data

The example of PADEK of graduating beneciaries must be supported by longitudinal
studies to gather impact data and be able to make reasonable conclusions. PADEK,
and the rest of Novibs counterparts, could participate in designing and using
appropriate instruments to track and monitor, over time, the livelihood and economic
status of graduated beneciaries.
Upscaling and Complimentation of Programs

We think that a country program should always aim for quality and quantity. For Novib
in Cambodia several mechanisms could be explored in addition to the current quantity
modes that currently exist: media (WMC) and physical expansion (ADHOC and
COMFREL) into the 24 provinces. A few of Novibs counterpart were ready to expand
physically and could do so in protracted or gradual basis to allow time for nancial
support to be gathered and for managerial competence to develop to absorb expanded
responsibilities.
Another mechanism to upscale would be through the Oxfams. All the Oxfams fund
or implement programs to achieve food and income security. It might be worthwhile
to study the geographic reach of all counterparts in this SCO. Integrated programs
(of different OI counterparts) within an area to respond to complex development
and democratic needswhich the counterparts (Novibs counterparts at least) tend
to adoptcan be spread throughout the country sharing models, lessons and tools
and most of all sharing common visions and objectives. Integrated programs were
counterpoints to upscaling by geographic spread, and there would be advantages
and disadvantages for any strategic approach. Integrated programs would be more
compact and easier to manage and respond to complex development needs, easier to
track results and impact. However, competencies tend to be diffused and core business
would weaken at some point. The advantage of upscaling would allow for focusing on
core competencies, more effective and efcient in a limited (single focus) way. From
what we have seen on the ground, there seemed to be a limit to the employment of
integrated programs such that we put on the table the idea of up-scaling. For example
52
Chapter 7
ADHOC may lose its competitive edge if it would diffuse its mission to respond to
the nancial and emotional needs of its beneciaries. Nyemos core competence of
therapy and rehabilitation of vulnerable women and children might be complicated with
its income-generating endeavors. NTFP might have more signicant contribution to
policy changes if it concentrated on advocacy and lobby. A strategic country approach
might be to up-scale and compliment core competencies.
Another mechanism to upscale would be mainstreaming the models that have been
developed by different counterparts into appropriate government agencies, or funded
and managed by other organizations. The experience of Nyemo for example has been
to lobby for the Ministry of Womens Affairs, Veterans and Youth to build and manage
a counseling center. This can be replicated in other areas. A corporation or a group of
corporations could also sponsor the building and managing of such centers.
Policy Development and Programs to implement Policies

In our discussions with counterparts we did not readily see available written policies
from some counterparts. It will be best if all counterparts formalize, update and develop
programs to implement different policies such as HIV/AIDS: to incorporate regular
training of employees and staff on HIV/AIDS; non-discrimination against HIV positive
applicants in its hiring and promotion; provide health insurances for its staff who are
HIV positive; regular distribution of condoms to its employees; an HIV awareness and
prevention in the organizations programs for beneciaries. In addition, a policy on
Gender and Diversity should also be formalized, updated to articulate the values that
the organization adopts to highlight the importance of gender sensitivity and diversity,
to identify the different mechanisms, criteria and indicators that the organization can
use to monitor its gender and diversity sensitivity, and to translate these values into
their programs. In addition, an Emergency policy might be worth developing for each
of the counterpart: in cases of civil unrest, what mechanisms should the staff follow,
communication plans, safety measures, among others. In general, counterparts will
benet from formalizing and updating their personnel, nancial, administrative and
management policies.
7.4. Role of Novibs policies and management practices

Novibs policies and management practices contribute to the growth and maturity of
counterparts.
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Chapter 8
III. CONCLUSIONS AND

RECOMMENDATIONS
8. Main program strengths
and weaknesses
Strengths:
Larger media exposure to disseminate information and advocate for different
themes, primarily by funding or supporting a Womens Media Center
Linking counterparts to other sources of funding or outside linkage for advocacy or
movements.
Providing nancial loans to micro-nance organizations either directly (from Novib
to the MFI) or indirectly (from other Dutch-based sources to the MFI).
Mature counterparts who can incorporate new concepts such as disaster
management concepts into their programs or expand their scope of work to work
on other themes.
Consolidated response of the Oxfams in such areas as disaster management and
the Mekong River Basin Initiative.
Funding large counterparts who can service the whole country.
Novibs strategy of committing to longer term funding as well as funding core
budget items of a counterpart.
Areas for Improvement

Developing and testing models and tools:
Test models such as PADEKs sustainability model to demonstrate proof that
strategies work or that beneciaries have the ability to withstand uctuations
and reduce vulnerability to market forces, to also justify moves to graduate
communities.
Determine standards that needed to be maintained for gender equity and
inclusiveness, including more data dis-aggregation to show results better.
Develop impact measures. Tracking the life of current beneciaries to assess their
progress towards sustainability is a way to measure impact of counterparts work,
and therefore, Novibs work, in achieving food and income security.
Expand the limited number of beneciaries reached, either by more mature
counterparts expanding their areas of coverage of by the collaboration on the
ground of the different Oxfams. As the Oxfams sought (is seeking) to align their
programs in the country, and as the Oxfams concentrated their resources on the
promotion of Sustainable Livelihood, there would be need to assess the presence
(work and reach) of the other counterparts and study how best counterparts can
synergize their programs.
Need for programmatic or tactical collaboration among NGOs working in the
Labor Sector for stronger clout in pressuring companies to implement the different
laws and codes of conduct.
Workers in the informal sector, in rural and urban areas, must be organized into
self-help groups, associations, unions, and other forms of organizations. One
way to proactively protect human rights at the lowest level was for people to
organize. Organizations reduce the vulnerability of people, organizations would
deter (although not stop) abuses of authorities, of powerful people. NGOs must
assist people to organize into natural clusters: market vendors (for example) must
form an association to protect their rights or seek redress for their members when
54
Chapter 8
injustice has been done.

More direct engagement with corporations (multinational and local) to adopt
policies and programs that promote human and labor rights, and to behave more
responsibly towards the environment and the communities surrounding their
factories/companies.
The development of an advocacy and monitoring program in the work of the
Ministries of Health and Education in collaboration with international NGOs,
bilateral and multilateral organizations to provide for basic access to these
services.
Legal aid must be more accessible to the people, legal aid organizations must be
more present and available all throughout Cambodia.
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Chapter 9
9. Main conclusions
9.a. Policy and Practice Changes
Policy changes:
Through the support of Novib, six (6) articles (23-28 Articles) on tangible assets
of the indigenous communities were included in the Land Law of the Royal
Government of Cambodia (RGC). The incorporation of these articles on the Land
Law can be linked to the efforts of the Non-Timber Forest Product (NTFP), its
allies and supporters.
The Ministry of Education has agreed to incorporate the mental health care
into the curriculum for primary education in high school and early childhood
education program. This policy change can be directly linked to the contribution
of Cambokids.
Election policies have been amended and elections were better organized (voters
registration, monitors/observers)-- policy changes that we clearly see came
into fore with the combined efforts of civil society in Cambodia, with Novibs
counterparts (in particular COMFREL) contributing signicantly to this change.
Policy challenges:
The laws on protected areas and law on community forestry were still pending
and legislation urgently needed to protect the habitat areas of indigenous people
and the people living in community forests.
The adoption of Fishery law and some sub-decrees of the law stipulating
community based natural resource management including ways to curb illegal
shing activities were also still pending.
Civil society must nd ways for meaningful participation in the shaping of the
control, ownership and management of natural resources, specically in the
land mapping exercise that was so crucial in the implementation of the Land
Law. Counterparts must provide input for accurate mapping of land (agricultural,
indigenous, protected forest, others) and must secure communal titles or social
concessions for their beneciaries.
The policy challenge for education would be to secure enough funds budgeted to
implement an education-for-all policy and for the ministry to fund the necessary
education materials and teachers trainings for successful implementation of
mental health education. Civil society, including Novib counterparts, can launch a
strong lobby and pressure for the ministry to do so.
Heighten the pressure internationally and locally to respect human rights by,
among others, reforming the judicial system; and for more accountability by
legislating such laws as the Anti-Corruption Law.
Advocate for a transparency law or access to information law for civil society to be
aware of laws being drafted at the earliest possible time to can truly participate in
policy formulation.
Practice changes:
Role of NGOs, including Novib counterparts, more recognized by government
agencies and some models developed by counterparts were adopted.
The different ministries of the government acknowledged the important role of
NGOs, in particular Novibs counterparts, on food and income security, education
and health through their work on vocational trainings, eco-tourism, agriculture
and self help groups, womens participation. In many instances, the government
agencies adopted the models developed by the counterparts: Nyemos counseling
center was adopted by the Ministry of Womens Affairs, Youth and Veterans; the
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Chapter 9
environmental education activities of Mlup Baitong by the Ministry of Environment

and by the Ministry of Education, Youth and Sport; the organic rice farming and
other appropriate technology models of PADEK by the Ministry of Environment
and the Ministry of Agriculture.
Role of human-rights NGOs, especially ADHOC, grudgingly recognized by
government agenciesthe courts and the police at the commune, district and
provincial level to be important.
More women and indigenous groups participated in the economic, social and
political spheres.
The involvement of women (including indigenous women) in all sector of
community development was noted to have increased in family businesses, in
leadership positions within the village. Indigenous people participated in more
meetings and workshops, locally and nationally, to express their concerns.
Community people were more condent to speak in public or through radio
discussion program of and on their concern that affect to their livelihood.
Beneciaries and local authorities at the commune, district and provincial levels
exhibited more awareness of human rights.
There was evidence in the success of Novibs counterparts (together with other
Human Rights NGOs) at the commune, district and provincial levels in promoting
awareness of human rights-- among the people, and among local authorities.
The awareness raising and capability building that was the collective effort of
NGOs in the area was another key success factor to the increasing social and
political participation of the poor-- as evidenced by an increase in complaint
cases, especially by women; as evidenced by the increasing number of people
who dare to speak, to voice out their criticisms against local authorities, against
elected ofcials. The presence of a big human rights organization like ADHOC in
the provinces --presented a counterforce to human rights abusers and a caution
to the authorities.
At the commune level, elected local ofcials performed their roles and
responsibilities better.
The elected local ofcials at the commune level have learned to accept their
changing roles and responsibilities. While before they were only expected to patrol
their villages, today they were responsible for conict and dispute resolution,
for planning and implementation of small infrastructure projects. This practice
change happened because of NGOs (both human rights NGOs and development
NGOs most signicantly Novibs counterparts) raising awareness and because
of people demanding that elected ofcials respond to their needs. Vigorous work
with parliamentarians at national level from various counterparts and other NGOs
offers a potentially good way to promote social and political participation and other
legislations (labor rights, land rights, etc.).
Workers put more pressure on their unions to represent their concerns.
Labor NGOs such as WAC has assisted some 6,000 of the laid-off workers to
seek compensation or separation benets and were raising awareness of workers
to pressure their unions to represent their concerns and issues to management.
Informal sector segment organized.
WAC organized sex workers into a union. The union was strong enough to be
able to confront corporate, NGOs, and government people and stop the anti-HIV
drug trials from being conducted among sex workers.
Growing culture of repayment among the entrepreneurial poor.
The most notable practice change in the micro-nance industry was the growing
culture of repayment among the entrepreneurial poor as exemplied by CEB
realizing prot after reaching its break-even point. For the entrepreneurial
beneciaries of NGOs, micro-nance would be a logical progression from the
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Chapter 9
initial income generating activities into sustainable livelihood.

More people, including indigenous groups, realized the value of education.
A noticeable attitude change of people was realizing the value of education hence,
more people, including indigenous groups, have been observed to send their
children to school and more children did go to schools. Counterparts such as
Mlup Baitong and NTFP provided informal/adult/literacy education especially for
women. This was an important program that helped redress the situation of poor,
vulnerable women.
More people, including sex workers, practiced safe sex.
WMC has contributed signicantly to raising awareness on HIV/AIDS and has
contributed to the decrease of new infection HIV rates in Cambodia resulting to
behavior change.
Practice Challenges
On social and political participation. The most notable practice challenge for
NGOs in Cambodia, including Novib counterparts would be operating effectively
within the narrowing democratic space.
On education. Addressing the lack of access to education through (a) heightened
advocacy and lobby for the government to implement its education-for-all policy,
and (b) instituting informal adult education or literacy programs.
On health. Addressing the lack of access to basic health services by advocacy
and lobby for government to provide quality basic health services to poor
communities. This would mean putting more pressure on the ministry to provide
these basic health services, and would mean concerted effort between local civil
society, including Novib counterparts, and the international donor community.
On corporations. Corporations in Cambodia remained an untapped source of
resources (funds, resources, technical expertise) especially corporations would be
more open to supporting health issues.
To ease the burden off NGOs, donors and the government in the provision
of basic health services, tapping corporations and other resource-rich/plenty
organizations (such as professional associations) would be a practice challenge.
On labor. Seek or develop effective and collaborative mechanisms for laborers to
air and settle grievances, when unions would not be as responsive as they ought
to and when companies would not volunteer to do address workers grievances.
Strengthen workers and other stakeholders pressure for companies implement
and abide by labor laws.
On informal labor. In the informal sector (where majority of Cambodians work)
there were only a few examples or models of organization or association. The
challenge would be for more economic-interest groups to unionize or form
associations that would primarily promote their economic and political interests
what can be called grassroots organizations. In the foresee-able future, NGOs
must prepare to move into erstwhile rural areas and deal with workers and agri-
businesses, as land concessions would be given to agri-business companies.
On micro-nance. Access to micro-nance activities must increase in areas where
development NGOs have given beneciaries skills and condence in generating
income. CEB, or others like it, must upscale their operations, driving interest rates
down, making capital for income generating businesses more accessible to the
entrepreneurial poor. The other end of the challenge would be for counterparts
PADEK, Nyemo, Mlup Baitong, and NTFP to graduate individual beneciaries into
individual entrepreneurs, or to organize cooperatives and graduate them from
receiving grants or soft-loans into accessing (micro-nance) market loans.
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Chapter 9
9.b. Achievement of the Strategic Change Objectives:

Food and Income Security
Padek, NTFP and Mlup Baitong together operated in 7 provinces, with Nyemo in
Phnom Penh, CEBs more than 10,000 borrowers--together they have reached at
least 220,000 people. These people have realized an increase in and were able to
acquire regular income through a variety of sources: shponds, handicraft, cash crop
growing, eco-tourism activities or have gained vocational skills that could be used to
start small business or to seek employment. As a result more of these beneciaries
were able to send their children to schools, their living conditions improved (houses),
have increased their assets (motorcycles, bicycles), and have better access to clean
water by using water lters. In addition, small-scale infrastructure in the communities
improved i.e. small canals, village roads, and dam; or the communities they live in have
better environment by producing and using organic fertilizer and pesticides and waste
management.
The Womens Media Centers pivotal role in disseminating information (through

broadcasts of farming information where also farmers can ask questions related to
agriculture, for example) provided an essential support for the work of the counterparts
in providing food and income security to their beneciaries. WMCs audience reach can
be estimated at 60% of Cambodians.
Creation of employment
Creation of employment: taking into consideration all the counterparts (as we know
them) we were able to ascertain that at least 28,000 jobs were created, beneting
their families of 6 members each for a total of 200,000 (roughly) people. We base
this estimate based on the 10,000 to 12,000 micro-nance clients of CEB, some of
the 6,000 laid-off workers who were assisted by WAC to seek separation pay after
their companies closed who were encouraged to use their separation pay to engage
in income-generating projects, some of the 2,500 beneciaries of Nyemo who were
either employed in the various income-generating endeavors of Nyemo or who since
acquiring the skills from Nyemo have since moved to engage in their own income-
generating activities, at least 10,000 heads of households who form the nucleus of
PADEKs total beneciaries, and at least some of NTFPs beneciaries.
Basic Education
Novib has indeed achieved what it set out to do in focusing to contribute to the
improvement of the quality of education through the support to Cambokids whose
work on mental health education has been accepted by the Ministry of Education to be
incorporated in the curriculum for primary education in high school and early childhood
education. Other Oxfams, like Oxfam Australia have also actively contributed to making
primary education accessible to the remotest provinces by building schools, leveraging
support from the Ministry of Education for teachers salaries, among others. In addition,
other NGOs and some counterparts like Mlup Baitong, have focused on making adult
literacy programs more accessible to people especially to women.
Basic Health Services

Some results were achieved as health services were provided by counterparts either
because it was within their mandate to provide basic health services (NYEMO for
example) or because it was natural consequence of their work (PADEK for example).
They have provided health care, counseling and economic rehabilitation to at least
2,500 poor and vulnerable women (some of whom were HIV positives or AIDS patients)
and their children.
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Chapter 9
At the level of contributing to the awareness and prevention of HIV/AIDS where some
amount of Novib nancing has been directed, then we can say that the counterparts of
Novib did contribute in a signicant way to raising awareness on HIV/AIDS prevention
especially with the Womens Media Centers (WMC) various activities.
The Womens Media Center has been successful in tapping Mobitel (a telecommuni-
cations company) to provide resources to its call-in center.
Disaster Management
OGB worked with PADEK (1 of 8 key partners of the program) in Prey Veng province
(1 of 8 provinces) to incorporate community based disaster preparedness and
management. In total the program beneted 10,000 families by training and capacity
building programs in the different provinces and in the construction of wells, water
harvesting structure and deep tube wells, raised hand pumps, community and family
boats, womens boats, and ood proof housing.
Peace Building
At least 400 people from government agencies, civil society, and academic institutions
learned skills and developed attitudes for peace building and conict resolution. There
was also a network of trained peace builders that has emerged from the trainings.
Social and Political Participation

At the commune, provincial and district levels, the work of Novibs counterparts
contributed to:
A signicant number of participants attending public forums and participation
during open forums, discussions.
People at the commune and provincial having access to legal aid, to lawyers.
People feeling freer to join other political parties apart from the ruling party.
Building condence in the people for democratic processes, for redress of
grievances.
At the national level, the work of Novibs counterparts is more difcult to quantify
and qualify. However without the big human rights organizations, including ADHOC,
COMFREL, and, LAC; without the work of CDRI (researches and policy dialogues, the
program COPCEL, etc.); without the contributions of NTFP, and other counterparts, the
social and political participation in Cambodia would have been worse.
Gender and diversity

WMCs radio coverage that can reach 11 provinces and an additional 8 provinces with
its mobile unit has greatly contributed to encourage women to vote, participate in the
community decision making processes, involve in development activities and others.
The rest of Novibs counterparts have incorporated gender equity and inclusiveness
into their programs.
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Chapter 10
10. Main recommendations

Systematic complimentarity of programs at the commune, district and
provincial levels. Systematic cooperation not just among Novib counterparts but
also with other NGOs to compliment each others work. Complimenting a Novib
counterparts core business or core focus (such as Human Rights) with equally urgent
and immediate needs (such as income generating activities) would allow them to
operate on their most efcient and effective levels. There are many examples of this
complimentation that would maximize the work of all counterparts: safe houses can be
operated by a Novib counterpart (or another NGO) in the areas where they are most
needed; and at the same time providing counseling, health services, skills training to
victims of human rights abuses; land rights issues among beneciaries will need the
active assistance of legal aid, of human rights activists, to link livelihood projects (on
an individual basis or on a cooperative or association basis) with mainstream micro-
nancing when beneciaries are ready to become small entrepreneurs, and so on. This
recommendation does not exclude the possibility of collaborating with other service
providers in the areas of operations whenever possible and practicable.
Up-scaling of operations/areas of coverage for the 5 Aims and 8 SCOs. To protect

the gains that have been achieved, and to move forward, counterparts who are ready
and capable should parallel the operations of ADHOC by physical and geographic
expansion into the 24 provinces. Or for Novib to upscale through the Oxfams,
especially in SCO 1.1 and 1.2. Or mainstream models developed by counterparts as
part of the services of different government agencies.
Integrating services into existing structures or institutions (public or private)

whenever possible such as legal assistance in professional organizations, within
universities offering law courses; temples (some collaboration done); non-discrimination
policy within corporations; adopting positive programs within corporations for
employees living with HIV--let others share the mission of Novib counterparts (and
other NGOs).
Enlarging civil society. Indigenous or grassroots organizations must be formed,

strengthened to build wider constituency by organizing groups where they are most
organic: small subsistence farmers, landless agricultural workers, shing industry
workers, toktok drivers, moto drivers, out of school youth, students, teachers. Informal
and formal labor sector, urban and rural areas, grassroots and professional and
religious organizations, established entrepreneurs (such as rice mill owners, market
vendors, etc.).
Greater organizational sustainability of counterparts. Counterparts must develop

their sustainability plans: decide on the principles they will adopt for their sustainability
as an organization, and then with their Board of Trustees, adopt a sustainability plan
(containing targets and strategies) understanding that a plan must be in congruence
with the mission of their organization. The sustainability plan must consider the
nancial system of the country, for example, are income or revenue of NGOs taxed?
Are donations from companies taxed? If yes, are there exemptions that are allowed?
Can NGOs keep part of their revenues in foreign currencies? Are they allowed to
keep accounts offshore? Novib counterparts (as well as other NGOs) will have to use
their boards more effectively--for transparency purposes, for reporting to stakeholders
(not just donors and funders but government, the beneciaries, etc.), for resource
mobilization and fund raising, among others. To have more checks and balances
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Chapter 10
within the organization, to separate line and staff functions for greater efciency and
effectiveness. Training of staff to build organizational culture (currently more geared
towards specialized needs, but also workshops to talk & discuss values upheld by
the organization, gender training, HIV awareness, sexuality/reproductive health).
Systematize the human resource management system/capability of the organization.
Formalize, update and implement policy on gender and diversity to categorically state
that Novib counterparts will not discriminate against or will hire HIV positive applicants,
homosexuals (gays and lesbians), and members of indigenous groups. Other policies
must be nalized, formalized and updated such as personnel policies (benets,
compensation, promotion, discipline, working hours, sexual harassment, complaints
and grievance, among many others); emergency policies, nancial policies, among
others. To study their efciency levels and decide on how to reach more efciency
levels.
Promote corporate social responsibility--as an untapped source of funding in

Cambodia, companies can be made to give a substantial amount of funds, donated
services and technical expertise. On another level, business can also make substantial
impact on their workers and on the environment. Opposing corporate faults is
important, and so does promoting what are responsible behaviours of business.
Engaging government to provide basic services. In the area of health and

education, lobby bilateral and multilateral donor to provide funds where it is most
needed. To collaborate but also to pressure (lobby) government to provide better basic
services and to make basic services accessible to more people.
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Chapter 10
IV. Annexes
1. Terms of Reference
2. Evaluation Calendar
3. List of people met
4. Tools
5. Bibliography
Note:
VOLUME 1 is this document including the annexes and the Executive Summary.
VOLUME 2 (working document) contains:

1. Start-up Workshop Process Documentation of Proceedings
2. Primary data gathered from Counterparts Interviews, Counterpart Beneciaries
Facilitated Group Interviews; Counterpart Local NGOs Group Interviews,
Counterpart Stakeholders (Courts, Police, Commune Councils, Government
Agencies); Interviews with Personalities/Resource Persons (from Government,
NGOs, Multi-lateral); Interviews with Oxfam International Ofces in Cambodia
3. Primary data gathered from Focused Group Discussion Proceedings on Trade &
Labor, Health, Social & Political Participation
4. Documentation of the Restitution Workshop (November 21-22, 2005)
63
Annexes
Annexes
Annex 1: CORE COUNTRY

EVALUATIONS
Terms of Reference for
the local evaluation team
(nal)
Table of Contents
1 Background
2 National context
3 The core country programme
4 Objectives of the Cambodia CCP Evaluation
5 Scope of the Core COuntry Programme Evaluation
6 Evaluation methodology
7 Expected outputs
8 Evaluation team
9 Management arrangements
10 Annexes
List of acronyms
BSS Basic social services

CC Core Country
CCP Core Country Program
CP Counterpart
CSR Corporate Social Responsibility
ESCR Economic, Social, Cultural Rights
MIS Management Information System
OI Oxfam International
M&E Monitoring and Evaluation
NGO Non-governmental Organisation
PPC Policy and Practice Changes
RGC Royal Government of Cambodia
SCO Strategic Change Objective(s)
VAW Violence Against Women
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1. Background
This document contains the Terms of Reference for the evaluation of Novibs Core
Country Program in Cambodia. The evaluation is to be conducted in October-
November 2004, including a eld visit of 5 weeks starting on October 15. In this
introductory chapter some background information is given on Novib and its overall
evaluation policy; chapter 2 describes some relevant elements of the national context
and chapter 3 gives an overview of the history, strategies and components of the Core
Country Programme. The objectives of the CCP evaluation are spelled out in chapter
4, whereas its scope is further rened in chapter 5. Chapter 6 describes the evaluation
process to be followed and gives some broad indications on the methodology to be
used. Finally, the chapters 7 to 9 will deal with some practical issues related to the
evaluation: the expected outputs, the composition of the evaluation team and issues
related to the management of the evaluation.
Short presentation of Novib

Novib is one of the major Dutch non-governmental development organisations. It works
together closely with the eleven sister organisations of Oxfam International Together
with them, it aspires to form a worldwide movement of people with a single, communal
goal: a just world, which is free of poverty for everyone.
By the end of 2004, Novib has 330 staff (295.6 FTE) and a budget of 149 million Euro,
obtained from the Dutch government and about 332.000 donators. The lion share of
these funds (118 million) were used to support around 800 counterparts, spread over
18 core countries, 11 regional and one world program.
Rights based approach and Strategic Change Objectives

Novib follows a rights based approach, which is based on the Universal Declaration of
Human Rights. It focuses its efforts on ve interlinked rights, thereby distinguishing in
total eight strategic change objectives (SCO) that are of particular relevance within the
Novib/OI program.
Right to a sustainable livelihood

Everyone has the right to sufcient and healthy food, to safe and paid work and to
a clean, safe and supportive environment. Honest world trade and ethically
responsible investments are badly needed. Two SCO are related to this aim: food
and income security, and employment creation and working conditions.
Right to basic social services
In order to improve your living conditions you need a proper education and good
healthcare. Novib focuses particularly on education for women and girls. Two
SCO are related to this aim: health and education.
Right to life and security
In the event of natural disasters and armed conicts, Novib provides emergency
aid, together with Oxfam International. At the same time we lay the basis for
sustainable development, for example by training counterparts to act effectively in
the event of life-threatening situations. Two SCO are related to this aim:
emergency aid, and conict prevention and peace building.
Right to social and political participation
Civic organisations and political parties must be free and able to act
democratically. Each citizen must be able to have a say in decisions that affect his
life. One SCO is related to this aim: social and political participation.
Right to an identity (gender and diversity)
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People are discriminated against because they are women, homosexuals,

disabled or Indians. Such exclusion occurs the world over. That is why Novib
is working on integration and equality. Violence against women is an area of
particular attention. One SCO is related to this aim: identity.
Core Country Programs

In 2003, Novib decided to narrow the focus of its work, in terms of both themes and
countries. This led to the decision, among others, to identify a limited number of core
countries to which a major part of Novibs support would be directed. In total, 18 so-
called Core Countries (CC) have been selected; in each of these countries, Novib
develops a broad program in which the ve basic rights (see above) are addressed.
For each Core Country, a specic program is dened (Core Country Program--
CCP), which describes the results Novib seeks to achieve in that country, in terms of
signicant, sustained and positive changes in the lives of people suffering from poverty,
insecurity and exclusion. As the decision to set up CCPs is quite recent, many of these
CCP are still being developed into coherent sets of actions pursuing a limited number of
strategic changes. Present Core Country Programmes usually have a history that dates
back to (sometimes long) before 2003.
Within this changed policy approach, CCP evaluations are the logical corollary of
country programming and implementation and should correspondingly serve as a tool
for strategic management.
Over the last years, Novib has engaged in a so-called Performance Assessment
Project that aims to develop coherent management practices and tools to improve the
quality of the organisations management. A series of tools have been developed to
manage its program portfolio, mainly at the project level, but increasingly at the country
and thematic level also.
Novibs Evaluation Policy

The points of departure of Novibs evaluation policy1 are:
Evaluations should have a focus on results;

In Novibs evaluation planning, evaluation coverage and usefulness are the two
guiding criteria; this implies that evaluations are concerned with a substantial
share of spending and most policy priorities, and are planned and designed in
such a way that they are of most use to the primary intended users;
A gender perspective must be integrated in all evaluations.
Although CCP evaluations serve primarily the needs of Novib, counterparts should
be involved in all phases of the evaluation process, among others to avoid their
instrumentalisation.
The evaluation of the Core Country program in Cambodia is a pilot evaluation. A similar
pilot will be developed in Niger. During the evaluation the recently developed guidelines
for core country programme evaluations will be tested. After the implementation of the
two pilots, the guidelines will be adapted.
Within this changed policy approach, CCP evaluations are the logical corollary of
country programming and implementation and should correspondingly serve as a tool
for strategic management.
1 See document Novibs Evaluation Policy, which should be read evaluator engaged in the CCP
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2. National context
Cambodias Life Quality Index is among the lowest in the world (61 in 1997, 130 of
175 in 2003). Despite an economic growth of more than 6,8% average per year in the
period 1994-2003 and a GNP per head of US$ 282 in 2003, 36% of the inhabitants
live below the poverty line of 1 dollar per day2 and according to the Asian Development
Bank, almost 70% of the population lives on less than US$ 2 per day. This percentage
exceeds those of Vietnam and Laos. The life expectancy at birth is currently 59 years
(56 for men, 61 for women)3. 83% of the 13 million Cambodians do not have access
to adequate sanitation and 70% lack access to clean water--percentages that are
usually associated with poor African countries. The literacy rate in 2002 was relatively
high--69% (men 81%, women 59%)4. According to Unicef Cambodian children are
among worlds most vulnerable to HIV/AIDS, war and poverty5. In terms of womens
empowerment, Cambodia ranks among the countries in the worse situation, though
some improvements have been made in gender equity over the past 5 years with
slightly more than half of the women nding employment in the non-agricultural sector
(mostly manufacturing)6.
The principal challenges Cambodia faces today are increasing agricultural

production and improving its distribution systems, diversifying its economic base
(the manufacturing industry has been hit hard after the phase out of the Multi Fibre
Agreement in 2005), further curbing the HIV/AIDS rates and increasing access to Basic
Social Services. Cambodians increasingly have to deal with natural disasters, both
oods and droughts, which can be partly contributed to environmental degradation both
in Cambodia and the upper parts of the Mekong River Basement.
But not only will the long-term development of the economy after decades of war
remain a daunting challenge, this also applies to the social, judicial and political arenas.
Cambodia has gone down in the pages of history for its unprecedented disrespect for
basic human values and little progress was made in restoring this. A prerequisite for
adequately coping with all the challenges mentioned above, but also an end in itself, is
restoring trust among people and increasing their individual empowerment and that of
the communities.
At another level, a major challenge is the establishment of the rule of law, and thus
providing the guarantee that Human Rights, including Womens Rights, will truly be
respected and defended. Corruption is a major impediment to development.
Some major key events that are expected to inuence the room of manouvre of Civil
Society in Cambodia include
--The organisation of the Khmer Rouge Tribunal (some counterparts fear that this will
be used to further curb their inuence)
--the nalisations and adoption of the NGO law (potentially repressive)
2 Furthermore, household income and consumption by percentage share are very unequal In 1997 it was estimated that the
richest 10% of the population earned and spent one third of the total income; the poorest 10% only 2.9% (source: http://www.
indexmundia.com)
3 Source: http://www.indexmundia.com
4 Literacy rate is dened ad the percentage of people of age 15 and over can read and write (source: https://www.indexmundia.com).
5 Unicef report 2004. 45% face malnutrition, 86% do not have access to proper sanitation, more than half of all girls have not
nished primary school (though improvements have been made over the past years). According to Unicef, only three countries
fare worse: Afghanistan, Ethiopia and Somalia.
6 Source of all other gures in this paragraph: Social Watch Report 2004
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3. The Core Country Programme

Oxfam has been active in Cambodia since the mid 1980s. Originally NOVIB closely
co-operated with (local) government institutes in the provision of food and fullment
of Basic Social Services (BSS) and infrastructure works. Once the Royal Government
of Cambodia (RGC) seemed on track and took on its responsibility in these elds,
and Civil Society Organisations (CSO) were built up, for some time support to Human
Rights organisations focusing on Civil and Political Rights became more paramount in
NOVIBs programme.
Given the slow progress in improving day to day life of poor Cambodians and their
deepening struggle for survival however, currently and into the future more than half
of NOVIBs funds are again targeted at Sustainable Livelihood and BSS ~ but not in
an isolated manner. Work at the grass root level in these areas is linked to lobby and
advocacy.
Changes during the past 5 years can be summarised as follows:

The main change has been an increase of funds, relatively and absolutely, for
SCO 1 (from 20% in 2001 to 35% in 2005 --see table 1) (see annex on p. 20 for
description of Regional Strategic Change Objectives). This is in particular due to
the inclusion of a labour CP into aim 1.2 since 2004, but also because existing
Human rights counterparts shifted their focus towards land and labour issues.
Rebalancing inputs has been a deliberate choice. In the 2001 plan it can be read
that Cambodia, one of the poorest countries in the region, will receive increased
Novib support in the eld of sustainable livelihood and basic social services, while
the proportion of investments in human rights strictu sensu will gradually decline
(contract 2001, p. 1).
Consequently the second major observation that can be made, is the decrease
of funds going into SCO 4 (from 40 to 25%). At this moment the portfolio consists
one typical civil and political rights counterpart), the other two human rights
counterparts have become more focused on Economic, Social and Cultural Rights
(ESCR), the funding relation with a fourth one was terminated in 2002 and that
with a fth one will be terminated at the end of 2006.
So almost 55% of all funds these days go into SCO 1 and 2 combined (from
48% in 2001). Nevertheless a third major observation that can be made, is that
spending on SCO 2 has decreased with 10% (from 28 to 18%). On the one hand
this is due to the fact that some pilot counterparts did not meet the basic NOVIB
criteria (anymore) and funding was stopped in the period 1999-2002. On the other
this is due to a shift in the classication system: originally all educational activities
were put under 2.2, later on these had to be reclassied on the basis of their
ultimate goal. (Funds for true, primary education have actually increased with
the approval of euro 200,000 for a counterparts education programme in 2004.)
Finally a fourth change is the inclusion of two Micro Finance institutes: (of which
one is funded via NOVIB ASN fund and thus not part of the regular portfolio).
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Table 1:
Funds allocated to various aims in 2001 and 2005 (in Euro and %)
SCO 1 2 3 4 5
AIM 1.1 1.2 2.1 2.2 3.1 3.2
2001 13,2 6,3 19,5 12,7 15,4 28,1 -- 0,2 0,2 39,8 12,4
euro
1.9 mlj
2005 19,8 15,5 35,3 6.9 11,5 18,4 1,6 1,5 3,1 25,1 18,0
euro
2 mlj
The total budget for Cambodia has been around US$ 10,000.000
for the period 2001-2005.
4. Objectives of the Cambodia

CCP evaluation
Main objectives
The CCP evaluation has two main objectives:
1. To report on the results of the Core Country Programmes, particularly in terms of

contributions made to the achievement of Policy and Practice Changes (PPCs)
and Strategic Change Objectives (SCOs)
2. To feed Novibs strategic decision-making process, providing inputs for future

opportunity and risk assessment and the strategic choices at the CC level, as well
as for Novibs policy-making as a whole.
Expected outputs
Four main outputs are expected from a CCP evaluation7:
A summarised description of the CCP and its origins (objectives, areas of

intervention, the magnitude of Novib commitment of terms of human, nancial
and program resources, types of counterparts supported, networking and
coordination efforts with OI and other actors, linkages with lobby and campaigning
efforts in the Netherlands, etc), as well as a description of relevant elements of the
local context (evolutions, dynamics, principal actors involved, etc.)
An assessment of Novibs strategic positioning in the CC, including an
assessment of the relevance of the strategic choices made, an assessment of
the quality of the decision-making processes that have led to the formulation of
the strategic choices, and an assessment of how these strategic choices are
implemented in practice and followed-up.
An assessment of the results achieved by the CCP: this analysis focuses on
the higher result levels: Strategic Change Objectives, and Policy and Practice
Changes, as an intermediate level, and includes an analysis of explaining factors
(external and internal), that have contributed positively or negatively to the
achievement of the results.
An assessment of Novibs contribution to achieving these results:
7 More details on the expected outputs and contents the evaluation are provided in the Guidelines for CCP evaluations
(included in annex). 69
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an analysis of the degree to which Novib has contributed, in a positive or negative

sense, to the achievement or non-achievement of the results; including an
analysis of the principal factors by which the degree of Novibs inuence may be
explained: the quality of Novibs choices and interventions (related to the previous
points), the capacities of local counterparts and factors related to the
external context.
The results of the evaluation will be submitted to Novib, its counterparts in the Core
Country and to the Dutch Government. In line with the main objectives mentioned
above, the evaluation should, on one hand, provide Novib and its counterparts with
recommendations that give orientations for future strategic decision-making. On the
other hand, it should give accurate information on the progress and results of the
country program to Novib and its principal donor (the Dutch Government).
5. Scope of the Core Country

Programme Evaluation
In principle the evaluators are expected to cover the whole programme over the period
2001-2005, with a special focus on SCO 4 and 2.
Questions with regard to the overall programme

NOVIB has combined in the Cambodia portfolio old and steady, (internationally)
re-knowned NGOs that reach large numbers of beneciaries and have big political
leverage, with relatively small, experimental NGOs, that have a clear role model
and function as focused change agents in Cambodian society (and thus enjoy high
visibility for other reasons). In our view this mix guarantees that pressure through
numbers and proven practices is combined with inuence through new and dynamic
alternatives.
We are interested to know if the combination of old, steady and small,
experimental NGOs has indeed been effective
and if our funding practice (level and duration of funding) was appropriate.
Novib has and intends to continue to work with and through organisations that a)
combine activities for improved livelihoods and BSS with encouraging social and
political participation b) while doing so rebuild trust, restore social networks and/or
cope with post-war traumas c) effectively combine grass root activities with lobby and
advocacy work so as to change the very structures that cause and perpetuate poverty,
and create the conditions under which Human Rights will be respected. With regard to
criteria b
we are interested to know if NOVIB funded CPs indeed did rebuilt trust, restored
social networks and/or coped with traumas
and if we are correct in assuming that restoring social tissue is both a strategy and
a goal in itself (given Cambodias violent past).
In total seven Oxfams run programmes in Cambodia. Novib will continue to operate
within the framework of Oxfam International. In as far can be seen now NOVIBs
contribution will continue to be around Euro 2--2,5 million annually or around one third
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of the total Oxfam budget8. In total, the Oxfams fund around 60 CPs with a clear
division of tasks between them.
We are interested to know, in light of the overall OI intervention in Cambodia,
if NOVIB has made the right choices in engaging itself in OI initiatives such
as the OI Disaster Management Programme and the OI Mekong River Basin
Management Programme.
And also, again in light of the overall OI intervention in Cambodia, if NOVIB has
lled the right niche by building up the current portfolio.
Questions with regard to SCO 4

Aim 4 has traditionally been one of NOVIBs main foci in Cambodia. At present most
CPs that are classied as HR partners belong to the category of old and steady,
(internationally) re-knowned NGOs that reach large numbers of beneciaries and have
big political leverage.
We are interested to know the overall impact of NOVIB funded CPs on the
improvement of poor peoples lives during the past 5 years.
The provision of legal aid and reform of the judicial system remain important
issues for Cambodia. We are interested to know if NOVIB lls this niche in an
effective manner.
Questions with regard to SCO 2

Aim 2 is a relatively new eld of intervention for NOVIB. NOVIBs view has been (and
is) that the RGC is primarily responsible for the provision of Basic Social Services and
in principle also has the budget to full these. Most CPs that are funded by NOVIB fall
within the category of relatively small, experimental NGOs, that have a clear role model
and function as change agents in Cambodian society.
We are interested to know if the choices to improve the quality in stead to
increase the quantity of BSS, and if BSS are provided to primarily focus on
peripheral areas, are justied.
We are interested to know if there is a need to mainstream HIV/AIDS better at the
organisational level, and if so: how.
6. Evaluation methodology
6.1. Major phases of the evaluation
The CCP evaluation will have 3 major phases: a preparatory phase, an implementation
phase and a follow up phase.
Preparatory phase
The phase includes the following steps:
1. Preparation of the evaluation by the Novib staff: the set-up of an evaluation

steering group and a review of the scope and coverage of the evaluation on the
basis of a discussion with the evaluation steering group and the counterparts.
2. A limited desk review, by the team leader, at the level of the Novib headquarters,
which includes:
An assessment of existing documents related to Novib policies and to each of
the programmes that are part of the CCP, project evaluations that have been
8 In 2003, Novib was still the single largest Oxfam covering 50% of the overall budget. Since then OGB has increased its
contribution considerably.
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conducted
The identication (by the team leader and key Novib staff evaluation steering
group) of major information gaps in relation to the major focus and areas to be
covered by the evaluation
A workshop (to be moderated by the team leader) to (re-) construct the logic
between objectives of the counterparts, the CCP and SCO and to make more
explicit the (often implicit) choices that have been made in determining a
country strategy, in selecting counterparts, etc.
A sharpening of the focus of the evaluation and of the major evaluation issues
and denition of the main evaluation questions
The development of the methodology for the subsequent steps of the
evaluation (eldwork in major instance).
3. The drafting, by the team leader, of an approach paper indicating:

The background and rationale for the evaluation
Its expected scope and coverage
The operationalisation of this scope in major evaluation questions
The major research activities to be undertaken
The main methodological and organisational challenges
A tentative time table
(If necessary) reference to key documentation related to the countrys overall
situation.
This approach paper aims at ensuring internal agreement on the CCP evaluation and
to facilitate communication with the other evaluators that will be associated and with the
local counterparts. The approach paper will be discussed with the evaluation steering
group before the start of the eld visit.
4. Preparatory work in Cambodia by the local evaluation team:

Start practical arrangements (timing, logistics, ...) of the eld work.
Collection and assessment of additional documents, available at the
counterpart level. These research activities will mainly concern thematic areas
where information gaps (e.g. the lack of baseline data) have been identied
during the desk review in the Netherlands.
Implementation phase
The implementation phase will consist of research activities both at the level of the
Novibs headquarters in The Hague and in the eld. The drafting of the evaluation
report by the senior evaluator will conclude this phase.
The research activities at the level of Novib will build on the work being conducted
in the preparatory phase and will mainly consist of:
o Desk research with regard to the major themes and evaluation questions
o Interviews and discussions with resources persons both at the level of Novib
and elsewhere.
The research activities at the country level will at least include:

o A start-up workshop with counterparts to discuss the evaluation design and
make practical arrangements
o The implementation of the eldwork as such, including a mix of methods
(PRAs, focus group discussions, meetings with other actors, self evaluation
exercises, etc.
o Elaboration of preliminary conclusions and recommendations
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o Restitution workshop at the country level to present the major ndings of the
evaluation process so far, including discussion on follow-up actions and major
lessons learned.
The senior evaluator is responsible for drafting the CCP evaluation report. The
draft report will be submitted to Novib and the counterparts and then nalised.
Follow-up phase
Novib is responsible for the follow-up of the CCP evaluation. Typical follow-up activities
can include:
The organisation, within Novib, OI but also at country level, of learning events to
discuss the results of the evaluation, to identify lessons and good practices, and
to link them up with the overall policies and strategies.
The inclusion of the main results of the evaluation in the subsequent process of
country strategy formulation and in reviews of sector (thematic) policies.
Possibly, the set up of a series of short documents describing lessons and/or good
practices that were identied during the evaluation process.
6.2. Evaluation methodology

In this evaluation the recently developed guidelines for core country evaluations will be
tested.
A mix of information gathering methods and instruments should be used in order
to gather the necessary in line with the expected evaluation outputs, such as:
documentary analysis, sample surveys, semi-structured interviews, focus group
discussions, case studies, key informant interviews, eld visits, direct observation. Both
in-depth and rapid appraisal approaches can be used.
It is the task of the evaluation team (the senior evaluator in particular) to dene
the detailed analytical approach for the CCP evaluation and to select appropriate
evaluation methods and instruments.
The following specic issues should be taken into account when designing the
evaluation methodology:
Partnership and participation

CCP evaluations are to be carried out in a spirit of partnership. Novibs
counterparts in the CC are to be encouraged to actively take part in all stages of
the evaluation.
All other relevant stakeholders (such as governments, NGOs, beneciaries)
will be approached and their perspectives included in the evaluation. Overall,
there will be a stress on the use of participatory and interactive methods of data
collection.
Specic approaches should be designed to involve target groups in the evaluation
process, poor men and women in particular, to guarantee that their priorities and
perspectives are reected in the outputs of the evaluation.
The involvement of counterparts

Special efforts should be undertaken to include the counterparts in the evaluation
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process so as to assure that the process becomes part and parcel of the (complex)
partnership relation and to avoid that undesired side effects emerge. The inclusion
of counterparts can be realised at different levels in each of the different steps of the
process. In essence, participatory approaches should be applied to reach a desired and
realistic level of involvement.
Linkages with the OI family

The evaluation should include an analysis of linkages and coherence between Novibs
CCP and efforts of other OI actors in the Core Country and assure that the viewpoints
of other OI actors are included in the nal evaluation results.
Linkages with Novibs campaigning and lobby activities

in the Netherlands
Analogously, the evaluation should include an analysis of the linkages between the
CCP and Novibs campaigning and lobby activities in the Netherlands, in terms of how
potential linkages have been taken into account in strategic decision-making, as well as
in terms of results achieved.
7. Expected outputs
1. A report in English that does not exceed 50 pages, excluding executive summary and
annexes. The report should respond to the objectives as set out in the ToR, as well as
comments from the restitution workshop. A draft version of the report will be shared
with counterparts and evaluation steering group.
The report should meet the minimum quality requirements that will be applied to this
evaluation (and that are included in the draft guidelines).
Number of copies needed:

1 electronic copy and 50 hard copies.
2. A presentation of the report in the Netherlands to the East and South-east Asia
Bureau and other relevant Novib staff.
8. Evaluation team
The evaluation team will be composed by a senior evaluator (team leader) and 2 local
team members.
The team leader is a senior evaluator; he/she disposes of a wide body of expertise
related to the preparation and implementation of complex evaluation processes. He/she
will be responsible for the development of the evaluation design, the global coordination
of the evaluation (in cooperation with the counterparts and the Novib geographical
desks), the implementation of evaluation (at all levels, and in cooperation with all other
major stakeholders), the drafting of the evaluation report and the presentation of the
evaluation results to Novib and the counterparts. Before the start of the eld visit, the
team leader will conduct the desk study in the Netherlands.
The team members are selected based on their evaluation experience and their
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knowledge of the local context. Under the coordination of the team leader, they will fully
participate in the implementation of the country level evaluations and have, in particular,
an important role in preparing the actual eld visits and in conducting specic research.
CCP evaluators should operate in accordance with Novibs vision, mission and values;
more in particular their ethical conduct should be characterised by:
An overarching concern to ensure the honesty and integrity of the evaluation
process;
A high level of sensitivity and respect to the cultural and social environment of all
stakeholders; this includes awareness of differences in culture, religious beliefs
and practices, gender roles, disability, etc. and mindfulness of the potential
implications of these differences when planning, implementing and reporting on
an evaluation;
A behaviour that is ensuring the dignity and self-respect of those persons with
whom they come into contact and that is not domineering but genuinely tries to
share power with others, so that room is created for all stakeholders, the poor in
particular, to fully participate;
Respect of the right of individuals and institutions to provide information in
condence, by ensuring that sensitive data cannot be traced to its source;
evaluators should inform the informants on the scope and limits of condentiality;
Reporting discretely to the appropriate instance in case evidence of wrong doing
is discovered.
CCP evaluators should account for their performance and product in various ways
and to various stakeholders (Novib, the counterparts, the communities involved in the
projects):
They should be transparent, at all relevant levels, with regard to their ndings,
conclusions and recommendations in a manner that is easily understood by
target audiences and provide the stakeholders concerned the opportunity to give
feedback;
They should present a clear, fair and accurate report indicating the limitations of
their study and, hence, of the validity of their ndings and recommendations;
They should be responsible to complete the evaluation within a reasonably
planned time.
9. Management arrangements
Main responsibilities
The overall management responsibility for the planning and implementation of the
pilot Cambodia and Niger evaluations lies with the Quality and Control Unit (Q&C)
at the Novib headquarters.
A Co-ordination Group will take the lead on the implementation of the pilot for
Cambodia. This Co-ordination group will be made up of the Bureau head of
the South-East Asia Bureau, the programme ofcer(s) for Cambodia and other
team members as needed. Also representatives of the Lobby and Campaigning
Departments, the Research and Development Bureau and the Quality and
Control Bureau will form part of this group. They participate in the decision
making process related to the delineation of the scope of the evaluation, provide
feedback on the evaluation design, facilitate in ensuring the evaluators access
to key documents and in the relationships with the counterparts, etc. Their role is
particularly important in the follow-up phase as they are among the principal users
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of the evaluations results.
Other units and desks within Novib will also be associated with the CCP
evaluations, depending on the themes and areas of study
The counterparts of Novib also participate in the three phases of the evaluation.
They also ensure a liaising function between the evaluation team and the
(organisations of the) target groups and other stakeholders.
Target groups and their organisations will not be directly involved in the
preparation and implementation of the evaluation, but will contribute (via
meetings, participatory research, etc.) in the data collection and analysis process
with regard to some key evaluation questions.
General timeframe of the evaluation

6 --12 October: Preparation of the evaluation in the Netherlands: rst study of the
country program, design of the evaluation approach, (team leader)
10 -- 14 October: Practical preparation of the implementation stage and additional

document study in Cambodia (local team members)
17 October: Preparation of the startup-workshop (whole evaluation team)
18, 19, 20 October: Start-up workshop in Cambodia (evaluation team, Novibs

counterparts)
21 October -- 11 November: Field work
13 -- 14 November: Preparation of the restitution seminar
18 --19 November: Restitution seminar with Novib counterparts
Starting 21 November: Preparation of the draft report.
Between December 1 - 6: Discussion of draft report with Novib staff
Budget Pilot evaluation
The budget for the pilot evaluation amounts to a maximum of 75.000 Euro.
The total number of consultancy days involved is as follows:

Teamleader: 44 days
Two local consultants: 2 x 35 days = 70 days
Two Workshops in countries with Novib partners (material, venue, coffee/tea)

Participants real costs to attend start-up and restitution workshop will be reimbursed
Annexes
CCP evaluation guidelines
Will follow
Country Policy and Strategy)
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Will follow
Description strategic change objectives
OI Regional SCO 1.1.

1. Small-scale farmers and shers have secure access to land and aquatic resources.
2. Communities, governments and the private sector use natural resources
sustainability.
3. Small-scale farmers and shers increase and diversify production and get higher
returns from markets.
Novib SCO 1.1. for 2007-2010:

Marginalised rural people relying for their livelihoods predominantly on small-scale use
of natural resources are able to claim their rights to a sustainable livelihood, and have
secure access to natural (land and aquatic) resources and human/social capital that
allow them secure food and/or income in a sustainable way (still under discussion)

All workers, and in particular migrant workers and sex workers, achieve secure
incomes, enhanced occupational conditions and guaranteed labour rights.
Novib SCO 1.2. for 2007-2010:

By 2008 workers organisations and labour alliances use tools and analysis to document
the impact of TNC practices and Policies on their lives and working environment, make
informed choices to develop strategies to change these TNCS Policies and Practices
and have a better capacity to implement them, assess their impact and improve them
(still under discussion, Migrants to be added).

Marginalised people targeted by Oxfam programmes will experience a signicant
reduction in vulnerability to, and mitigation of, HIV infection.
Novib SCO 2.1. for 2007-2010:

Theme as such was not selected. The work on Aim 2 (HIV/AIDS, reproductive health
and preventive sexual rights education) will be focussed on mainstreaming HIV/Aids
and reproductive rights in (partner)organisations and in vulnerable target groups (urban
and rural poor, with emphasis on women).
Signicantly increased number of people, particularly girls and marginalised groups,
acquire quality, culturally appropriate basic education.
Novib SCO 2.2.:

Theme was not selected, nevertheless CS will have contributed to the development of
quality curriculum for primary schooling that is contextually and culturally relevant, and
that will become the norm in the design of education programmes that aim to improve
access to education, especially for minorities and girls living in rural areas.

There will be a signicant reduction in suffering from environmental disasters, and
preparedness and response operations will prioritize women and children.
Novib SCO 3.1. for 2007-2010: Theme was not selected.
77
Annexes

There will be a signicant reduction in the number of people, especially women and
children, who suffer as a result of forced displacement, armed conict and civil unrest.
Novib SCO 3.2.for 2007-2010: Theme was not selected.
OI Regional SCO 4
1. The most marginalised, suppressed and discriminated groups in society are
effectively exercising their civil and political rights, as guaranteed in their nations
constitution and/or dened in the UN convenants on civil, political, economic, social and
cultural rights.
2. By 2010, a signicant proportion of independent, representative and accountable civil
rights and public interest groups, as well as farmers/labourers/women organizations
work effectively at local, national and regional levels, which contributes to an increase
in effectiveness, accountability and transparency of governments, private sector and
international institutions.
Novib SCO 4 for 2007-2010:

Governments are held accountable for free and fair elections
The rule of law will be improved where everyone is equal before the law and where
access to justice is ensured specically for the poor and marginalized.
Civil society organizations are vibrant and inuential; they have political inuence to
improve the implementation of decentralization and regional autonomy policies; there
are more gender sensitive women inpolitics at national and local levels.
Counterparts have integrated a gender perspective into their work and have a gender policy
People are aware on implication of new laws on the war against terror (still under
discussion).
OI Regional SCO 5
1. Women and Girls will have their strategic interests secured through gender-equitable
national and international development plans.
2. Acknowledgement and incorporation of those customary rights of indigenous peoples
and subordinate ethnic minorities which are consistent with internationally accepted
norms in constitutional, legal and policy frameworks at the national and local level.
3. Women and children live fee from gender-based violence.
Novib SCO 5 for 2007-2010: same as regional SCO
78
Annexes
Annex 2: Evaluation Calender

DATE ACTIVITY LOCATION
Oct 5 to 12, 2005 Orientation on the Core Country The Nether-

Program Evaluation, Familiarization lands
with Novib Operations, Planning
and Designing the Core Country
Program Evaluation for Cambodia,
Liaising and coordinating with local
consultants and counterparts in
Cambodia
Oct 13 to 17, 2005 Preparations for the Start-Up Work- Cambodia

shop
Oct 18 to 20, 2005 Start-Up Workshop Cambodia
Oct 21 to 23, 2005 Evaluation of Workshop, Ren- Cambodia

ing the Design of the Evaluation,
Logistical preparations for data
gathering phase
Oct 24 to Nov 9, Data Gathering activities from Cambodia

2005 counterparts, resource persons,
government agencies; documenta-
tion of interviews; initial assess-
ments
Nov 10 to 11, 2005 Focused Group Discussions on 3 Cambodia

themes: Trade and Labour, Health
and Political Participation
Nov 12 to 20, 2005 Documentation of data gathering Cambodia

activities, logistical preparations
for the Restitution Workshop; initial
analysis
Nov 21 to 22, 2005 Restitution Workshop Cambodia
Nov 23 to Dec 5, Write up of Report, and documents Philippines,

2005 needed for the nal report Cambodia
Dec 6 to 12, 2005 Presentation of results to Novib, The Nether-

Evaluation of the core country lands
program evaluation, Finalization of
Report
Dec 13 2005 to Jan Finalization of Report

9, 2006
April 2006 Acceptance of Report
79
Annexes
Annex 3: List of people met

LIST OF
PEOPLE
MET
A Counterparts
ORGANIZATION STAFF MET POSITIONS Evaluators DATE
1 Adhoc Phnom Mr CHUN Sath General Secretary Sandra Oct. 25,

Penh Libunao & 2005
Somethea-
rith Din
2 Mr. Chum Phally Head of Section
3 Mr. Yi Sok San Pro. Publication
4 Mr. Ny Chakrya Head, Monitoring
Section
5 Ms. Ponn Ryla Radio Program
6 Mr. Chan Sareth Monotoring Program
7 Mr. Ouk That Finance Ofcer
8 Ms.Yi Phima Head of Admin
9 Ms. Lim Mony Women Affairs
10 Adhoc Takeo Mr. PRAK Saran Coordinator Oct. 26,
2005
11 Ms. SENG Pisey Women Affaires
12 Mr. Yem Savin Angkorborey Activist
13 Mr. Hun Morn Tramkak Activist
14 Mr. Sam Thach Don Keo Activist
15 Mr. Thy Sokheng Samrong Activist
16 Adhoc Kampong Mr. Leang Sovath Coordinator Oct. 27,
Cham 2005
17 Ms. Thov Chenda Women Affairs
18 Mr. Sim Heang Investigator
19 Mr. Leng Sarin Volunteer/ Assistant
20 Mr. Chin Vorn Activist
21 Mr. Nob Thet Activist
22 Mr. Toch Munin Activist
23 Mr. Leng Sarin Activist
24 Mr. Heng Cham- Activist
roeun
25 Adhoc Takeo/ Mr. Kong Phy Victim Oct. 26,
Beneciaries 2005
26 Ms. Krouch Kong Victim
27 Mr. Kong Savoeun Victim
28 Ms. Ming Moeun Victim
29 Mr. Un Nuth Victim
30 Ms. Nam Sokha Victim
31 Ms. Sam Sokhom Victim
32 Mr. Chum Sam Ol Victim
33 Ms. Om Phat Victim
34 Adhoc Kampong Ms. Soun Thary victim Oct. 27,
Cham/Beneci- 2005
aries
35 Mr. Hor Kong victim
36 Mr. Chrouk Lork victim
37 Mr. Um Ean victim
80
Annexes
38 Ms. Tob Yoy victim

39 Mr. Sek Sopheap victim
40 Ms. Chok Peou victim
41 Ms. Nob Mom victim
42 Ms. Om Dalin victim
43 Ms. Cheam Heak victim
44 LAC (Phnom Mr. Ouk Vandeth Director Oct. 28,
Penh) 2005
45 Mr. Kaokh Dina Assistant to Director
46 Ms. Pong Yokheap Deputy Director
47 Mr. Kem Hor Horn Financial ofcer
48 CEB (Phnom Mr. Bun Mony General Manager Oct. 28,
Penh) 2005
49 Mr. Var Muth Deputy General Ma-
nager and Operation
Manager
50 WAC (Phnom Ms. Rosanna Bar- Director Sandra Nov. 7,
Penh) bero Libunao 2005
51 Ms. Sim Socheata Jr. Program Ofcer Sandra Nov. 3,
Libunao & 2005
Somethea-
rith Din
52 Ms. Pry Phally SPO
Phuong
53 Ms. Ly Pisey Jr. Program Ofcer
54
55
56 COMFREL Mr. KOUL Panha Director Sandra Nov. 4,
Libunao 2005
57 Ms. SONKET Se- Education Program
reyleak Coordinator and
Gender Working
Group Coordinator
58 Ms. SIENG Dahlia Financial Ofcer
59 Ms. KIENG Piseth Legal Ofcer
60 Mr. MAR Sophal Monitoring Program
Coordinator
61 Mr. KIM Chhorn Senior Program
Coordinator
62 NTFP Mr HENG Bunt- Coordinator Vutheary Nov. 7,
hoeun Kong & 2005
Somethea-
rith Din
63 Mr. HENG Sokha Program Manager
64 Ms. CHEA Sophea Acountant
65 Ms. ECH SoPhai Admin Ofcer
66 Mr. Gordan PATER- Board member
SAN
67 Ms. Caroline McCa- Board member
usland
68 Mr. HOY Koeun Chief of Poy Region
69 Mr. HARA Hong Agriculture Project
Ofcer
81
Annexes
70 Mr. YUN Samnol NRM Project Ofcer

71 Mr. MEAS Sokhum NFF Project Ofcer
72 Mr. LAM Suot IYDP Assistant
73 Ms. KOY Bunngok Chief of Kok Lak
Region
74 NTFP (Beneci- Mr. CHANAM Kan- Farmer
aries) chen
75 Mr. POY Parv Village Chief
76 Mr. KATE Kourk Village Chief
77 Mr. LONG Koeun Natural Resource
Committee (NRC)
78 Ms. BALOUY Meay NRC
79 Mr. HAYOEUN Tong NRC
80 Ms. PLEN Tamming Woman Group
81 Ms. KABIN Tnounh School Support Com-
mittee (SSC)
82 Ms. CHAY Mey SSC
83 Ms. CHEN Samarth Khmer Loeu Asso-
ciation
84 Mr. HAYOEUT Sven SSC
85 Mr. VATH Keo SSC
86 Cambokids (PP) Mr. THEY Chantor Coordinator Nov. 2,
2005
87 Mr. LONG Borom Program Assistant
88 CDRI Mr. Larry STRANKE Executive Director Sandra Nov. 1,
Libunao 2005
89 Mr. Ray HOSSINGER Deputy Director
90 Ms. Moudda BILL- Executive Assistant
MEIER
91 Ms. HUY Romdoul Senior Program
Ofcer
92 Ms. TOUCH Varine
93 Mr. MEAS Savath
94 Ms. HUON Chantrea
95 PADEK Phnom Ms. BOU Chanthou Director Vutheary Oct. 24,
Penh Kong & 2005
Barbara
Simaeys
96 (Management Mr. KEP Kannaro Team Leader
Team)
97 Ms. TIENG Sereiv- PSO
onth
98 Mr. Neou Sethea APSO
99 Mr. KEO Salath PSO
100 Ms. SIRAK Kalyan APSO
101 Mr. PHAN Mora Financial Controller
102 Mr. SATH Kimsoeun APSO
103 Mr. TAING Sok- PO
sithon
104 PADEK Prey Veng Mr. SREY Kosal Team Leader Oct. 26,
2005
105 (Implementation Mr. PENG Sothea Commune Deve-
Team) lopment Facilitator
(CDF)
82
Annexes
106 Ms. KEAL Thondy CDF

107 Ms. NEANG Srey- CDF
mom
108 Ms. KHUT Sophea CDF
109 Mr. HOR Chong CDF
Eang
110 Ms. KHUM Sambath Accountant
111 Ms. TUY Savary CDF
112 Mr. BORN San CDF
113 Mr. DUK Sambath CDF
114 Mr. THOK Bunthon CDF
115 PADEK Prey Veng Mr. BUN San VDC
116 Beneciaries/ Mr. EK Savuth VDC
VDC/CDC
117 Mr. REACH Born VDC
118 Mr. NENG Sokhoeun CBO
119 Ms. UL Simon VDC
120 Ms. PORK Nath VDC
121 Ms. NEANG Sakhon VDC
122 Mr. TOUCH Sum Commune Agricultu-
ral Focal Person
123 Mr. LY Earm CDC
124 Mr. ARN Sak Commune Fishery
Focal Person
125 Mr. YOS Cheng CBO
126 Ms. ENG Chanthou CBO
127 Mr. TAN Sen CDC
128 Mr. CHOGN CHHeab VDC
129 Mr. YEN Try CDC
130 Mr. CHHEAV Sambo CDC
131 Mr. KHUT Khoeun VDC
132 Ms. HUN Chantha CDC
133 Mr. LY Vong CBO
134 Mr. CHAN Chom CBO
135 Ms. CHEA Kimheng CBO
136 Mr. CHHUT Chhourn CBO
137 Mr. KEM Own CBO
138 PADEK Prey Veng Mr. KHIN Bo CC member
139 Beneciaries/Ex- Mr. SOM Tuy SHG Chief
pert Group
140 Mr. KEO Moeurn Village Chief
141 Mr. KEO Born VDC Chief
142 Mr. KAV Hun Village Chief
143 Ms. MOURN Sarl Agriculture Focal
Person
144 Ms. VORNG Saran Health Focal Person
145 Ms. THAI Hoeun Agriculture Focal
Person
146 Ms. KHIEV Saren Commune Veterina-
rian
147 Ms. SATH ARN Commune Midwife
148 Ms. CHUN Phally Health Focal Person
149 Ms. Khath Sam Arth Gender
83
Annexes
150 Ms. CHEA Sok Midwife

151 Mr. PHAI Phan Forestry Community
152 Mr. TAN Tun Health Group
153 Mr. CHAN Nen VDC
154 Mr. PROM Den Chief of Conict
Resolution Group
155 PADEK Prey Veng Mr. PROM Chun CBO
156 Beneciaries/Self Mr. LOK Seth SHG Chief
Help Group
157 Mr. Khut Thol SHG Chief
158 Mr. CHEA Touch Village Chief
159 Mr. SON Sar SHG member
160 Ms. CHEA Heng CBO
161 Mr. LONG Vuthy SHG Chief
162 Ms. LONG Seth SHG Chief
163 Ms. ORM Yeth SHG Accountant
164 Ms. SORNG Saly VDC
165 Ms. IM Thoeuk SHG Secretary
166 Mr. YENG Sophath Commune Health
Focal Person
167 Mr. ORM Saroeun SHG Chief
168 Ms. IM Ron SHG Accountant
169 Mr. ORM Run SHG Secretary
170 Ms. TEP Sopy SHG member
171 Ms. HUM Sokha SHG member
172 PADEK Svay Mr. HENGLY Von- Team Leader Oct. 27,
Rieng grith 2005
173 (Implementation Ms. SOEUR Sothida Accountant
Team)
174 Ms. TEANG Daliny CDF
175 Mr. YIM Sang CDF
176 Mr. OU Chhath CDF
177 Mr. SEAN Sideth CDF
178 Ms. MAO Chakriya CDF Volunteer
179 PADEK Svay Mr. KEO Sophal VDC/CDC
Rieng
180 VDC/CDC/Bene- Ms. MEN Mom VDC
ciaries
181 Ms. MA Sothavy VDC
182 Ms. PRAK Sou VDC
183 Mr. POV Bunch- VDC
hoeun
184 Mr. KEO Saphun VDC/CDC
185 Mr. KEO Horn VDC/CDC
186 Mr. PREAB Bunthol VDC
187 Ms. PRAK Sabean VDC
188 PADEK Svay Mr. KONG Phean Fishery Focal Person
Rieng
189 Beneciaries/Ex- Mr. MEAS Put Fishery Focal Person
pert Group
190 Mr. CHUM Choun Health Focal Person
191 Ms. KONG Sophan Agriculture Focal
Person
84
Annexes
192 Mr. CHHET Sam- Illiteracy Teacher

nang
193 Mr. MEY Thoeurn Traditional Health
Care
194 Mr. SAV Sarin Agriculture Focal
Person
195 Ms. LEAK Sopheara Fishery Focal Person
196 Ms. KE Savath Midwife Focal Person
197 Mr. KE Sarim Traditional Health
Care
198 Mr. IN Yon Veterinary Focal
Person
199 Ms. MEN Chhoeung Midwife Focal Person
200 Mr. OUM Sakhoeurn Veterinary Focal
Person
201 Mr. VA Ouerng Veterinary Focal
Person
202 Ms. KHUN Roeung Illiteracy Teacher
203 PADEK Svay Ms. OU Heang SHG Leader
Rieng
204 Beneciaries/Self- Ms. Sao Sinet SHG Secretary
help Group
205 Ms. SOK Ra SHG Accountant
206 Mr. PROM Rohat SHG member
207 Ms. SAR Saroeun SHG member
208 Mr. SOK Khean SHG member
209 Ms. SOM Saroeun SHG member
210 Mr. VA Phal SHG member
211 Ms. PROM Chungret SHG member
212 Mr. MI Thoeun SHG member
213 Ms. MI Moeun SHG member
214 Ms. EAM Saroeun SHG member
215 Ms. KHUM Saman SHG member
216 Ms. EAM Thul SHG member
217 Ms. NOM Rourn SHG member
218 Ms. PECH Pum SHG member
219 Ms. PECH Saveth SHG member
220 Mr. EAV Roeun SHG member
221 Ms. POK Sakhom SHG member
222 Mlup Baitong Mr. VA Moeurn Executive Director Vutheary Oct. 25,
Kong & 2005
Barbara
Simaeys
223 Ms. HOUNG Nita Program Coordinator
224 Mr. SIM Kong Program Coordinator
225 Mr. SENG Vanndeth Project Ofcer
226 Mr. OM Sophana Admin/Finance/HR
Coordinator
227 Mr. HAK Sokleap Project Ofcer
228 Mr. DEK Vime- Project Ofcer
anpheakdey
229 Mr. ROS Bapong Project Ofcer
85
Annexes
230 Ms. Zarah Jane Advisor on Radio &

ALMEIDA Grants
231
232 Nyemo Ms. KY Kanary Co-director Vutheary 2-Nov
Kong
233 Mr. HOEUNG Vireak Co-director
234 WMC Ms. SOM Khemra Co-Director Vutheary 31-Oct
Kong &
Somethea-
rith Din
235 Ms. YEB Nahny Script Writer, TV
Section
236 Ms. PICH Sthanary Program Assistant
237 Ms. LY Tina Editor
238 Ms. SAMBUN Yany Finance
B NGOs
Takeo Province
239 KYA Mr. Mith Nak Sandra Oct. 26,
Libunao & 2005
Din Some-
thearith
240 ACCY Mr. Kean Kimchay
241 KKHRO Mr. Mlim Mon
242 CCHR Mr. Soeung Piseth
243 NECFEC Ms. Hak Sopheak
244 CIC Mr. Ket Sopheap
Rattanakiri Pro-
vince
245 ICC Mr. CHHOUK Sa- NFE Vutheary Nov. 8,
koeun Kong & 2005
Somethea-
rith Din
246 ICC Mr. RATHHAN CBF
Simon
247 RDCNRM Ms. PONE Rasy Accountant
248 CIDSE Mr. SUN Thay Heng ATL
249 Adhoc Mr. PEN Bonnar Coordinator
250 3SPN Mr. KIM Sangha Coordinator
Kampong Cham
Province
251 CCHR Mr. Seng Seang Ly Sandra Oct. 27,
Libunao & 2005
Somethea-
rith Din
252 HCDO Mr. Khan Vanda
253 Vigilance Mr. Be Vanthoeun
254 CDP Mr. Kem Veasna
255 IRI Ms. Lun Syneth
256 Samaky Mr. Hem Seang
Bunnary
257 Licadho Ms. Choeung Sin
258 CARE Mr. Bun Rithy
86
Annexes
259 NAS Mr. Keut Theng

FGD on Trade and Nov. 10,
Labour 2005
260 WAC CREK Sophea JPO
261 WAC Rosanna BARBERO Coordinator
262 Star Kampuchea Mr. NHEK Sarim Executive Director
263 Star Kampuchea Anne EOUST Advisor
264 SILAKA Mr. HENG Vannarith Training Coordinator
265 IFC/MPDF Mr. HOR Soneath Business Develop-
ment Ofcer
266 Oxfam GB Mr. Mike BIRD Country Program
Manager
FGD on Health Nov. 10,
2005
267 RHAC Mr. LAY Huoy Project Ofcer
268 KHANA Mr. LENG Kuoy Training & Research
Coordinator
269 ActionAid Cam- Ms. DY Many Project Ofcer
bodia
270 Nyemo Cambodia Ms. KY Kanary Co-Director
FGD on Social &
Political Partici-
pation
271 LAC Mr. OUK Vandeth Director Nov. 11,
2005
272 ADHOC Mr. NY Chakrya Coordinator
273 Comfrel Mr. KOUL Panha Director
274 Oxfam GB Mr. Mike BIRD Country Program
Manager
275 CDP Mr. SOK Sam Oeun Director
C GOVERNMENT
276 Rattanakiri Pro- HE. KHIEV Sa Yoeun 2nd Deputy Governor Vutheary Nov. 8,
vince Kong & 2005
Somethea-
rith Din
277 Provincial Rural Mr. PHAN Pirin Director Nov. 8,
Devt, Ratannakiri 2005
278 Takeo Province/ Mr. Kom Chhean Director of Court Sandra Oct. 26,
Courts Ofce Libunao & 2005
Somethea-
rith Din
279 Mr. Hean Rith Court Ofcer
280 Kampong Cham Mr. Tith Sothy Courts Director Oct. 27,
Province/Courts 2005
281 Ms. Be Kim Yeang Court Ofcer
282 Kampong Cham Mr. Som Ros Light Criminal Oct. 27,
Province/Police 2005
283 Mr. Tho Lundy Human Tracking
284 Mr. Tom Channa Light Criminal
285 Mr. Be Bun Nach Chief of police in
Battambang District
286 Mr Bun Born Heavy Criminal
87
Annexes
287 Ministry of Ms. Ket Marady Director Din Some- Nov. 4,

Women Affairs thearith 2005
(Department of
Legal Protection)
288 Ministry of Health HE Nuth Sokhom Minister of Health Sandra Nov. 7,
Libunao 2005
289 Ministry of Social Dr. Mean Chhivun Director of NCHADS
Affairs
290 Mrs. Em Sophon Vice Chief of Social
Affairs, Ministry of
Social Affairs
291 Ministry of Envi- Ms. Chhay Samith Dept of Conservation
ronment & Protection of natu-
ral Resources
292 Ministry of Wo- Ms. Sun Vanna Domestic Violence Nov. 3,
mens Affairs and Trafcking Dept 2005
293 Ministry of Edu- Mr. Khak Vanthon Deputy Director Vutheary Oct. 23,
cation (MEYS) Kong & 2005
Barbara
Simaeys
294 Ministry of Rural Mr. Khun Nget Deputy Director Oct. 24,
Development General, Technical 2005
Department
295 Primary Educa- Mr. PHATH Vanthan Deputy Director Oct. 24,
tion Dept 2005
Commune Coun- Oct. 26,
cil (CC), Krang 2005
Svay Commune,
Prey Veng Pro-
vince
296 Mr. UNG Phath CC Chief
297 Mr. UY Soeurn CC First Vice Chief
298 Mr. IM Yun CC Second Vice
Chief
299 Mr. SORN Sun CC member
300 Mr. Hars Horn CC member
301 Mr. Yos Cheng CC member
302 Ms. CHHOURN Chief of CC Wo-
Socheath mens Affairs
Seila/Partnership
for Local Gover-
nance
303 Mr. Julian Program Advisor, Nov. 2,
ABRAMS Phnom Penh 2005
304 Mr. Ashish Joshia NRM Research
Ingty Hohn Coordinator,
Ratanakiri
305 Mr. HOU Serey Senior CNRM TA,
Vathana Ratanakiri
306 Mr. LONG Soeung Planning, M & E,
Sopheak Svay Rieng
D RESOURCE PER-
SONS
88
Annexes
307 Ms. Eva Mysliwiek Vutheary Oct. 27,

Kong, 2005
Barbara
Simaeys &
Somethea-
rith Din
308 Copcel Mr. Sopheak Ok Sandra Nov. 4,
Serei Libunao 2005
309 WB Mr. Daniel Atler Sandra Nov. 6,
Libunao 2005
E THE OXFAMS
310 GB Mr. Mike Bird Country Programme Sandra Oct. 24,
Manager Libunao, 2005
Vutheary
Kong &
Barbara
Simaeys
311 Ame Ms. Femi Pinto Sandra Oct. 30,
Libunao, 2005
Vutheary
Kong &
Somethea-
rith Din
312 Aus Mr. Sam Sovann Sandra Nov. 3,
Libunao 2005
89
Annexes
Annex 4: Tools
Annex
4.1: Counterparts Discus-

sions
90

Annexes
91
Annexes
92
Annexes

93
Annexes
94
Annexes
95

Annexes
96
Annexes
Annex 4.2: Resource Persons/Per-

sonalities Discussions

97

Annexes

98
Annexes
Annex 4.3: Questions for the

Oxfams
Novibs Core Country Program Evaluation
October and November 2005
Questions for the Oxfams
1. Determine what are some of the OI milestone interventions during the past 5
years.
2. Discuss what you think as the main results (on civil society and ultimately on
the poor peoples lives ?) of these OI interventions and the work of OI counter
parts.
3. If and how regional interventions contributed to development in Cambodia.
4. What has been Novibs role/that of counterparts in contributing to 1-3 ?
5. What are the major challenges OI encounters in Cambodia (or in the region)
today?
99
Annexes
Annex 5: Bibliography
1. Terms of Reference for Core Country Programme Evaluations, September
2005
2. Guidelines for Core Country EvaluationsDraft 1, August 2005
3. Novib Business Plan 2005-2006
4. Novib Performance Management (In Strategic Funding)
5. Novib and Policy and Practice ChangesThe Challenge of Contributing to
Rights-Based Results, Ricardo Wilson-Grau, November 2004
6. Novib ToolBox 2005
7. Strategic Programme Management: Instrument for Core Countries and Re
gional Programmes, May 2005
8. Novib in Action (Civil Society Building: Vision, Policy and Practice)
9. Cambodia Focus Discussion Paper June 2003
10. Strategy Paper Cambodia, October 1, 2005
11. Strategic Story Core Country Cambodia June 23, 2005
12. Regional Programme ZOA, February 21, 2005
13. SPM East and Southeast Asia 2007-2010, version 2 (in Draft Form)
14. Report to the East Asia Regional Strategy Team/Country Alignment Team
OinK, October 2004
15. Oxfam International Cambodia Country Strategy (undated)
16. Gender Mainstreaming into NGO Forum Work, Final Consultancy Report,
Patricia DeBoer, July to August 2001
17. Is there life after gender mainstreaming? Aruna Rao & David Kelleher, in
Gender & Development (An Oxfam Journal) Vol. 13, No. 2, July 2005
18. Designing a peacebuilding infrastructure: taking a systems approach to the
prevention of deadly conict, Tobi P. Dress, J.D., UN Development Dossiers,
2005
19. Methods and instruments for state accountability and civil society participation
in poverty reduction strategies: successes and challenges, Ms. Boua Chan
thou, July 2005, presented to the Social Forum 2005 (UNHCHR)
20. NGO Statement to the 2004 Consultative Group Meeting on Cambodia,
December 2004
21. Cambodian Corruption Assessment, Prepared for USAID/Cambodia by Cala
van, M., Briquets, S., OBrien, J. May-June 2004
22. CGAP: Country Level Effectiveness & Accountability Reviews (CLEARs) CAM
BODIA, Draft Report, December 2004
23. Development Delayed? A Review of the Joint Oxfam Disaster Management
Program, Brian Rowe, January 2002
100
Annexes
Colophon
Oxfam Novib
P.O. Box 30919
2500 GX The Hague
The Netherlands
Telephone number: +31 (0) 70 342 16 21

Telefax: +31 (0) 70 361 44 61
Email: info@oxfamnovib.nl
Website: www.oxfamnovib.nl
Document: Novibs Pilot Core Country Evaluation

Pilot Country: Cambodia, 2005, volume 1
Author: Sandra M. Libunao
Version: nal 2006
Remarks: For further information contact Quality & Control Unit
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Novibs PILOT CORE COUNTRY

Team Leader: (Ms.) Sandra M. Libunao

South Research: (Ms.) Barbara Simaeys

rights NGOs, especially Novibs counterpart ADHOC, was grudgingly recognized by

At the level of strategic change objectives we nd the following notable achievements:

2 Evaluation approach and methodology 11

5 Assessment (for each SCO) of the main

6 Assessment of Novibs contribution to the

III Conclusions and recommendations

SPM Strategic Program Management

1.2. Aims of the evaluation

2. Evaluation approach and

We interviewed representatives from 27 NGOs during the focused group discussions

We interviewed 22 government representatives ranging from Directors in different

We interviewed representatives of the 3 Oxfams with ofces in Cambodia (GB, America

We interviewed representatives from two multi-lateral agencies.

We interviewed 7 resources persons or personalities in the development/ human rights

We visited beneciary communities of PADEK, ADHOC and NTFPthe more

We chose resource persons based on recommendations of Novib, OGB, the

Methodologies and Tools

We developed a data-gathering instrument that, among others, gave us information

Practice: refers to the modications or initiation of informal and unwritten political,

3.1.1 Facts and Figures

3.1.2. Overall picture

In addition to the daunting challenge of long-term development of the economy

3.1.3 Short description of situation in relevant sectors

Food and Income Security Context in Cambodia (Novib SCO 1.1)

Trade and Labor Context in Cambodia (Novib SCO 1.2)

Access to Basic Health Services Context in Cambodia (Novib SCO 2.1)

The provision of basic health services by the government remains to be inadequate.

Access to Basic Education Services Context in Cambodia (Novib SCO 2.2)

Natural Disaster Preparedness and Mitigation (Emergency Aid) context in

Conict Prevention Context in Cambodia (Novib SCO 3.2)

Social and Political Participation Context in Cambodia (Novib SCO 4)

Identity (Gender and Diversity) Context in Cambodia (Novib SCO 5)

status in Cambodia. Funds to support gender mainstreaming in projects increased

3.1.4 Main development actors

3.2. NOVIBs Core Country Program

3.2.2. Program portfolio development mix

3.2.3. Description of present program portfolio

different modes of nancing to selected partners, Novibs counterparts, who would

Areas of intervention per SCO and envisaged outputs and outcomes

Aim 1 Right to a Sustainable Livelihood

Strategic Change Objectives 1.2. Trade and corporate responsibility

Aim 2 Right to Basic Social Services

Strategic Change Objective 2.2. Basic Education

Aim 3 Right to Life and Security

Aim 4 Right to Social and Political Participation

Aim 5 Right to an Identity (Gender and Diversity)

Short Description of the Current Counterparts Involved in the Evaluation

NON-TIMBER FOREST PRODUCTS (NTFP)

CAMBODIAN ENTREPRENEUR BUILDING LIMITED (CEB)

WOMYNS AGENDA FOR CHANGE /WAC

NYEMO CAMBODIA/COUNSELING CENTER FOR VULNERABLE WOMEN AND

OXFAM GREAT BRITAIN, DISASTER MANAGEMENT PROGRAM

CENTRE FOR PEACE AND DEVELOPMENT (CPD)/CAMBODIA DEVELOPMENT

LEGAL AID CAMBODIA /LAC

CAMBODIAN HUMAN RIGHTS AND DEVELOPMENT ASSOCIATION/ ADHOC

WOMENS MEDIA CENTRE OF CAMBODIA/WMC

Characterisation of counterpart organizations

Aim 1 Aim 2 Aim 3 Aim 4 Aim 5

Summarizing table (per SCO and type of intervention)

Overall Aim 1 Aim 2 Aim 3 Aim 4 Aim 5